Over at McKinsey there is a fascinating article about engaging an entire workforce in the development of organisational strategy:

…executives at organizations that are experimenting with more participatory modes of strategy development cite two major benefits. One is improving the quality of strategy by pulling in diverse and detailed frontline perspectives that are typically overlooked but can make the resulting plans more insightful and actionable. The second is building enthusiasm and alignment behind a company’s strategic direction—a critical component of long-term organizational health, effective execution, and strong financial performance that is all too rare, according to research we and our colleagues in McKinsey’s organization practice have conducted.

This is similar to some very successful work I’ve done with one client over the last five years. Initially we involved eighty thought leaders and influencers (along with a handful of hierarchical leaders) in a process to develop a vision.  Later in the process we spread that out to thousands of people using word of mouth.  It was extremely powerful, but you need to take great care to ensure the process does not go astray, and the McKinsey article touches on this.

via The social side of strategy – McKinsey Quarterly – Strategy – Strategy in Practice.