Strategy and structure

Two of the most consequential dynamics affecting the success of any organization is how it is structured and what its chosen strategy is. Great organizations that do great things do so because they pass the right structure and strategy test. Or, God is just really merciful and kind.

Strategy is the science or art of planning and conducting a war or campaign. Strategy involves a keen awareness of the current situation, foresight, and a willingness to take risks. These elements are functional when guided by tactical expertise, logistical mastery, and meticulous planning skills. The strategist looks at the big picture. He identifies obstacles and opportunities. He sets the long-term goal. After which he plans and executes the process of reaching that goal.

Structure refers to how something is put together. It is also an organizational system made up of interrelated parts functioning as a whole. The combustible engine is a structure. It has many parts that work together to create a result. With this illustration, it is easy to see what happens when the structure is poor or any one part of the structure is poor. The desired result is poorly achieved or not achieved at all. Can anyone say Ford Pinto?

Normally, when someone starts a new organization or takes over an existing one, he or she defaults to the most common organizational structures. With a local church, it includes pastor, assistant pastor, secretary/treasurer, department heads, and a music department. With one decision, an organization’s structure is determined and inadvertently so is the process by which the organization does business and how successful the organization is going to be in the long run.

I do not think our movement needs any more outside the box ideas. It needs innovation in the area of strategy and structure. The difference between the creative and the innovative is the creative comes up with great ideas while the innovative brings great ideas to fruition. Instead of running a whole bunch of new ideas out, we need to clarify our strategy. Instead of designing a new marketing ploy we need to implement innovate structures that empower people and decentralizes control.

If our organizations are going to succeed, we need innovation and we need it now. I realize that means old hats might not find themselves holding down the same role or responsibility. I realize this innovative approach might redefine cherished assumptions or power positions. I realize that new systems generally trump old systems and that people who cannot adapt to the new are generally displaced by people who can. I also realize this is not vindictive or mean-spirited; it is just the natural by-products of growth and adaption. We all want growth right?

Business history illustrates that companies that survive and thrive have a few common characteristics. They all have well-defined core values. They all have well-defined missions. They all have the ability to retool and reengineer themselves when times and circumstances demand change. I think the Word of God provides us the first two. There are well-defined apostolic values. There is a well-defined mission. The only thing we do not have at this point in time is the ability – or willingness – to redefine our strategy and structure as times and circumstances demand.