The journey of strategy is a quest that goes from crafting & implementing strategies to learning from those experiences. Crafting strategy consists of being in a state of being that is future focused that includes visualizing and imagining- and simultaneously realistic and cautious planning and advancing readiness to change course under alternate scenarios. Implementing Strategy, in turn is a people oriented endeavor that focuses on guiding the organizational transformation process required including culture change. Organizational Learning is a process that reaches progressively deeper levels of enquiry going from 1st loop learning –enhancing effectiveness & efficiency-, to 2nd loop –vetting the validity of theories & assumptions-, and on to higher levels of enquiry –scrutinizing paradigms, values & purpose. Attaining the visionary objectives is not really the end… Going through the transformations and learning that made that possible and using such achievements to contribute for the betterment of society is the real destination. The journey of strategy is the organization’s destination.

1. Arturo J. Bencosme, PhD
ajbencosme@comcast.net

2. The Quest: From Crafting & Implementing Strategies …
… to Learning Collectively from those Experiences
Crafting Strategy: being in a state of being that is future focused that includes
- visualizing and imagining- and simultaneously realistic and cautious
- planning, plus advancing readiness to change course under alternate scenarios.
Implementing Strategy: a people oriented endeavor that focuses on guiding
the organizational transformation process required including culture change.
Organizational Learning: a process that reaches progressively deeper levels
of enquiry going from 1st loop learning –enhancing effectiveness & efficiency-,
to 2nd loop –vetting the validity of theories & assumptions-,
and on to higher levels of enquiry –scrutinizing paradigms, values & purpose.

3. “Strategy” Comes from an Ancient Lineage
The term “strategy” derives from the Greek language: στρατηγία (strategia):
The logic that a high ranking officer such as a general has thought of to organize
and align the resources in directing them to victory.
Modern management and leadership literature underscores
the role of intuition in addition to, and sometimes even
more important than pure logical reasoning in crafting
creative, innovative and successful strategies.
Crafting Strategy

4. Strategy is a Major Component in an Organization’s Sense of Direction
A sense of direction includes: what the organization offers (products & services),
why that is beneficial to society -purpose, the expected results that are being strived for –
objectives and vision, and how to strive for them facing challenges such as competition –strategy.
Strategy is thus the logic, assumptions and intuitive perception
underlying the medium and long term plans of action designed
to attain the organization’s visionary goals:
Strategy is a key component in instilling
a sense of direction into the culture of the organization.
Crafting Strategy

5. Beyond Sense of Direction: A Sense of Journey
While instilling a clear and strong sense of direction is important,
an understanding of the organization’s past trajectory, what lies ahead,
and the collective behavior that is required for constructing a successful future
is also important --- a sense of journey.
Crafting Strategy

6. Individually… Together… Everyone!
A profound sense of journey will nurture the organizational culture as it cultivates
a fellowship of travelers among the members of the organization:
A collective awareness of travelling on a shared journey, partaking in a collaborative
of purposeful effort which deepens the meaning of strategy.
Crafting Strategy

7. The Hero’s Journey is a cycle of Change that comprises three stages:
Departure / Preparation, Initiation / Passage / Transformation, & Return / Celebration.
Joseph Campbell’s Monomyth “The Hero's Journey” Offers
a Useful Frame for Building a Sense of Journey in an Organization
Crafting Strategy

8. • Clarifying the governing ideas: values, mission, purpose, major objectives and vision.
• Describing current reality, performing a SWOT analysis relative to attaining
the vision, and the challenges involved under several scenarios about the future.
• Crafting a strategy and the corresponding initiatives to overcome the challenges.
• Developing a measurement system for feedback and learning.
• Aligning the organization (the meeting of the minds and the hearts)
for implementing the strategy.
While Strategic Planning Typically Comprises Well Known Steps…
Crafting Strategy

9. The organization’s WHY
-sense of purpose- plays a top role. The vision becomes a future-
focused story that stewards
a organization-wide fellowship
of travelers
S.W.O.T. & challenge analyses
are placed in the context of
the journey ahead. Scenarios
refer to possible future paths.
Strategy crafting aims at overcoming
challenges along the journey. Its
implementation calls on everyone
to undertake the changes required.
Organizational alignment
builds on individual &
collective transformations
and on the awareness that
all are heroes.
Seeing the strategy process through the Hero’s Journey spurs a sense of epicness in it,
Setting the foundation for a legend about the of the organization that allows handling
everything within an awareness of progressing along a shared path toward greatness.
…A Consciousness of Advancing on a Journey toward Greatness
Exhorts Reframing Strategy
Crafting Strategy

10. Positive, appropriate emotional energies can be supportive to the organization’s success
including performing a worthwhile strategic planning process.
Negative emotional energies can hamper everything, especially changes required.
Just as transcending visions emerge from motivated, creative individuals,
crafting & implementing robust strategies demand positively charged passionate people.
The Emotional Energy Side to Strategy
Crafting Strategy

11. Successful crafting and implementation of strategy demands the right organizational energy.
Creating collectively a future focused story of the organization that instills positive attitudes
toward the organization’s evolution along its path facilitates summoning that energy.
The goal here is to grow a culture attuned to the organization’s epic journey ahead.
Storytelling Energizes Strategy Implementation
Implementing Strategy

12. The setting for the script includes
strategic thinking insights. The organization’s purpose and visionary
objectives translate into a “Call to Adventure”.
S.W.O.T. and challenge analysis
describe details for the script.
Scenarios lay uncertainty and
possible futures for the story.
The Preparation / Departure part
of the journey includes engaging
helpers, noticing opponents,
and fostering readiness.
Overcoming challenges, attaining
goals and embodying the success
take place during the Initiation /
Passage / Transformation part.
The Return / Celebration part highlights
the fulfillment of the organization’s
purpose through an inspiring description
of the “Expanded World as Usual”:
Living the organization’s legend.
Future Focused Epic Organizational Storytelling
Leverages Strategy Implementation
Strategic thinking & decision
making enliven the story plot
to overcome challenges.
Implementing Strategy

13. MENTORS
Impel learning and commitment
to purpose and values.
WIZARDS
Sources of organizational
transformative power.
THRESHOLD GUARDIANS
Insurers of readiness to move
forward on the journey.
SHAPE SHIFTERS
Sources of confusion and mistakes.
Can be used to craft a continuous change strategy.
HERALDS
Organization intelligence,
sources of information & feedback.
SHADOW
The organization’s dark, repressed
side, including weaknesses & limitations.
ALLIES & VILLAINS
Helpers & Opponents;
Supporters & Detractors.
HERO
Main Protagonist
– the organization itself.
The Story Becomes Alive Through a Cast of Archetypical Characters
Often found often in myths, legends, epic films and literary works.
Implementing Strategy

14. What is the treasure after which the organization is going?
Who will perform as aides, and who as opponents?
What are the challenges ahead, and how can the organization prepare for transforming
obstacles into possibilities and making the most of its advantages?
Which ordeal(s) among those challenges could kill the organization?
What betterment for society and the ecology would the organization fulfill?
•
•
•
Of Great Value for Organizational Learning : Epic Story Construction
Surfaces Critical Questions about Strategy & Its Implementation
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Implementing Strategy

15. Similarly to individuals , organizations can deepen collectively their sense of meaning
embedded in their culture by seeing themselves through the Hero’s Journey lens.
Joseph Campbell suggested that the Hero’s Journey pattern might comprise 19 stages.
An 8 stage version is adopted here underscoring the transformational aspects.
The Organization’s Strategy Journey Story is One of Transformation
Implementing Strategy

16. It encompasses objective elements –i.e., re-engineered workflows, new products or services-
and subjective experiences and cultural shifts – i.e., overcoming fears and concerns, trusting
alliances, deepening the organization’s purpose.
~ The Emotional Energy in the Story Boosts Engagement throughout the Organization ~
A Hero’s Journey-Based Story Script Is Comprehensive
Trust
Serenity
Gratitude
Joy
Resolve
Compassion
Enthusiasm
Celebration
Appreciation Awe Surprise Passion
Implementing Strategy

17. “Business as usual” is a result of all past
events. At present, there might be
inefficiencies, discontent, complacency,
stagnant market presence, and so on…
The Story Starts at the “World as Usual”
It could also be that the organization is just
meddling through, sleeping in its laurels or
even in a surviving mode.
Implementing Strategy
THE
WORLD
AS
USUAL

18. THE
WORLD
AS
USUAL
CALL TO ADVENTURE - Dwelling into the WHY:
The call might come from outside the organization: competition, natural events,
social disruptions…
Implementing Strategy
…Tending to the call involves committing to a shared epic
intent: To go on a transformational strategy journey
leaving behind the “World as Usual”.

19. THE
WORLD
AS USUAL
DEPARTURE:
Expanding the awareness
about aides & opponents is done
through SWOT analysis.
Crafting strategy to overcome
challenges under key scenarios
and developing a plan will set
the course for the journey.
CALL TO ADVENTURE
Implementing Strategy

20. THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
THE GATE KEEPER:
It is necessary to deal with fears &
concerns about the uncertain future.
The organization proceeds to build
readiness for implementing strategy,
strengthening its culture
and re-committing to the journey.
Implementing Strategy

21. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD
Entering the extraordinary world
of organizational transformation.
A decision is made to move forward
with strategy implementation,
and substantial enrolment
of the organization is present.
Implementing Strategy

22. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS:
Implementing strategy is about guiding
organizational change utilizing everything to learn
and advance amidst adversity. Alignment is
enhanced through transformative dialogue.
Implementing Strategy

23. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGE
This is that which could kill
the strategy implementation process.
It is also about transcending:
trusting that being loyal
to the organization’s purpose
will lead to synchronicity to fulfill it.
Implementing Strategy

24. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGECLAIMING THE TREASURE
Attaining the visionary objectives translates
into thriving in discovery & fulfillment
that come with the realization
that a worthwhile vision has been materialized.
Implementing Strategy

25. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGECLAIMING THE TREASURE
CONVERGENCE
WITH THE TRUE SELF
Now is propitious to reinforce the culture:
strengthening a shared consciousness of alignment
around the organization’s core ideology and
reaffirming the organization’s sense of purpose.

26. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGE
CLAIMING THE TREASURE
CONVERGENCE WITH THE TRUE SELF
2nd THRESHOLD
Leaving the extraordinary world
of organizational transformation:
Tempering the connection
to Society.
Implementing Strategy

27. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGE
CLAIMING THE TREASURE
CONVERGENCE
WITH THE TRUE SELF
2nd THRESHOLD
PREPARING TO RETURN
It is time to own the journey,
being grateful for the success
and letting abundance drive
sharing it with society:
~ We did it – This is who we are!
Implementing Strategy

28. THE GATE KEEPER
THE
WORLD
AS USUAL
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGE
CLAIMING THE TREASURE
CONVERGENCE
WITH THE TRUE SELF
2nd THRESHOLD
PREPARING TO RETURN
Implementing Strategy
ARRIVAL & CELEBRATION
Letting the passion for contributing
to building a better world drive
the organization’s future efforts.
Celebration brings the journey
to an end and signals
to move toward new journeys.

29. ARRIVAL & CELEBRATION
THE GATE KEEPER
DEPARTURE
CALL TO ADVENTURE
1st THRESHOLD.
ENDURANCE TRIALS
ABYSS –SUPREME CHALLENGECLAIMING THE TREASURE
CONVERGENCE
WITH THE TRUE SELF
2nd THRESHOLD
PREPARING TO RETURN
THE
EXPANDED
WORLD AS
USUAL
Implementing strategy successfully leads to a new, expanded “Business as usual”.
What have we learned? What is next?
The Story Epilogue is the “The Expanded World as Usual”
Implementing Strategy

30. THE
EXPANDED
WORLD AS
USUAL
CALL TO ADVENTURE
Commitment to a shared epic intent.
DEPARTURE:
SWOT, challenges, strategy crafting &
plan ellaboration.
THE GATE KEEPER:
Building readiness.
Re-committing to a shared epic intent
ENDURANCE TRIALS:
Steadfastness & dialogue.
Full strategy deployment
ABYSS –SUPREME CHALLENGE:
Trusting the purpose and the vision
and synchronicity
CLAIMING THE TREASURE
Discovery & fulfillment
from materializing the Vision
CONVERGENCE WITH THE TRUE SELF:
Deepening alignment around the
organization’s core ideology.
PREPARING TO RETURN:
Owning the journey.
Gratefulness & abundance.
ARRIVAL & CELEBRATION:
Re-inforcing the will to contributea better world.
Becoming ready for next journeys
1st THRESHOLD
Entering the extraordinary world
of organizational transformation.
2nd THRESHOLD
Leaving the extraordinary world
of organizational transformation -
Reconnecting to Society
Trust
Serenity
Resolve
Compassion
Gratitude
Joy
Enthusiasm
Celebration
~ A Summary of the Story ~
Appreciation Awe Surprise Passion
Implementing Strategy

31. Organizational Learning Takes Place along the Whole Journey of Strategy
Multiple layers occur along the journey of strategy – they set the context for learning:
 Values are manifestations of the true selves of the organization’s members:
Statements about what are morally appropriate courses of action and outcomes.
 Values also determine the worldview held by the persons in the organization
which in turn lead to configuring a sense of purpose.
 Purpose provides a backdrop for the assumptions in paradigms which frame the
decisions that are input to strategy selection.
 Strategy implementation affects current reality through the results it produces.
Decisions
& Strategy
Values
Purpose
& Meaning
Worldview
Assumptions
& Paradigms
Results

32. Multiple Loop Learning in Strategy
Learning Order Link in the Strategic Learning Continuum
Single Loop - Assessing the quality of the decisions made in terms of the ensuing
results.
Double Loop - Enquiring about the theories, paradigms and assumptions guiding
behavior and providing an immediate backdrop for the decisions.
Triple Loop - Pondering the world view and the sense of purpose that underlie
assumptions and paradigms.
Quadruple Loop - Surfacing / Deepening the organization’s values: they stem from
personal values and drive world views and sense of purpose.
Quintuple Loop - Contemplating values as manifestations of the true self of each
organization’s member.
Learning Along the Strategy Journey Needs to Examine Each Layer
TRUE SELF
MANIFESTATION:
VALUES
WORLDVIEW
& SENSE OF
PURPOSE
PARADIGMS /
ASSUMPTIONS
DECISIONS RESULTS
Examining each layer provides information useful to expand knowledge
and act accordingly in the collective learning within the organization

33. SINGLE LOOP LEARNING:
DECISIONS
TO ADAPT & IMPROVE
OUTCOMES
DOUBLE LOOP LEARNING:
SURFACE & TEST THEORIES
TO IMPROVE DECISIONS
TRIPLE LOOP LEARNING:
SHIFT PARADIGMS TO IMPROVE
THE UNDERSTANDING
OF REALITY
QUADRUPLE LOOP LEARNING:
DEEPEN EMBODYMENT OF VALUES
TO STRENGTHEN INTENT
AND CLARIFY PERSPECTIVE
ON THE WORLD
Learning along the Journey of Strategy Is a Multiple Feedback Loop Process
TRUE SELF
MANIFESTATION:
VALUES
WORLDVIEW
& SENSE OF
PURPOSE
PARADIGMS /
ASSUMPTIONS
DECISIONS RESULTS

34. Learning from Crafting and Implementing Strategy
Strengthens the Organization and Builds Readiness for the Future
When values & purpose are embraced and expressed in decisions and results,
and there is an authentic ownership of the overall experience,
self-appropriation takes place:
the journey is now a part of the organization’s True Self.

35. Attaining the visionary objectives is not really the end…
Going through the transformations and learning that made that possible
and using such achievements to contribute for the betterment of society
is the real destination

36. Arturo J. Bencosme, PhD
ajbencosme@comcast.net