Spark 16 – How to think more strategically: Strategic Authenticity: Insights

Strategic authenticity is the deliberate and purposeful alignment of an organisation’s strategic decisions, actions and communications with its core values, mission and identity. It ensures that the organisation’s outward-facing image, as well as internal operations, reflect an honest and genuine commitment to its stated principles.

How to think more strategically: why be authentic?

Let’s take a leap from Earth and visit outer space. Imagine we’re strategising for a space exploration mission. It’s not about racing to be the first to discover a new exoplanet or mining the most resources from an asteroid. No, the mission is fuelled by the genuine pursuit of knowledge, a deep-rooted curiosity about the universe, and the ambition to push the boundaries of human capability.

The strategy might include developing new technologies for sustainable life-support systems, but it’s authentically committed to the broader, nobler cause of advancing human understanding of space. We’re not just exploring for the sake of economic or political gains; we’re doing it to answer the existential questions that have haunted humanity since we first looked up at the night sky.

In this space odyssey, every team member, from the engineers to the astronauts, is aligned with the mission’s authentic objective. Decisions, whether about allocating resources or executing complex manoeuvres, emanate from this core purpose. As a result, the mission doesn’t just make history; it elevates humanity’s quest for understanding our place in the universe. That’s strategic authenticity, not just in a boardroom on Earth, but across the cosmic expanse.

In essence, strategic authenticity is about being ‘aligned’ from the inside out. It’s the deliberate alignment of an organisation’s history, beliefs and purpose with its strategies and actions. Now isn’t that what all good leaders would be doing anyway?

This is about doing the right things, guided by an unwavering commitment to genuine intent and ethical congruence. In the words of Shakespeare, ‘This above all: to thine own self be true.’

This authenticity not only guides internal decisions, but also acts as a beacon that attracts stakeholders and communities aligned with the same purpose.

How to think more strategically: an example

Let’s talk about a nonprofit organisation deeply rooted in combatting homelessness. In an industry replete with well-meaning initiatives, this nonprofit stood out by committing to strategic authenticity. Their mission wasn’t just about throwing money at the problem or providing temporary relief; it was about systemic change. They engaged with government agencies, other nonprofits and the private sector, but maintained an uncompromising focus on their core objective—creating long-term housing solutions.

The board and the team didn’t see their mission as a series of projects, but as an ongoing strategy woven into the fabric of the community. Every decision, whether it was fundraising, advocacy or program development, was aligned with this mission. The result? Not just another band-aid solution, but a series of groundbreaking community housing models that are now being replicated across the country.

By keeping their strategy tethered to their authentic purpose, the organisation galvanised community support like never before, raised substantial funds and, most importantly, moved the needle in a social problem they aimed to solve. Their success serves as a master class in strategic authenticity for the nonprofit sector.