“The Unfolding Drama of Business: Facing the Future with Strategic Involvement”
At Creative Roots, I’ve come to understand that the company’s true value lies in its people and their ability to understand and influence our future. Over the years, our commitment to The Great Game of Business (GGOB) has driven this belief home. When Jack Stack, labeled as one of the “smartest strategists in America” by Inc. Magazine, talks about the 10th rule of ownership—”To Maximize Equity Value, You Have to Think Strategically”—I couldn’t agree more. Strategy isn’t just a high-level corporate term; it’s a process that needs to involve everyone in the company, especially those whose jobs it is to execute the strategy day in and day out, and it’s integral to our success.
One of the cornerstones of our strategic thinking is the High-Involvement Planning (HIP) process. This isn’t just a task we check off a list every year; it’s the roadmap that keeps us focused and aligned as a company. It defines who we are, where we’re going, and most importantly, how we will get there.
What sets Creative Roots apart is how this process brings the entire team into the conversation. It’s highly participative. We’re not just telling people where we want the company to go; we’re asking them to help shape that direction. Without this level of involvement, we couldn’t unlock the full potential of GGOB. The HIP process helps us deal with strategic issues head-on, accelerating everyone’s learning curve so that we’re all better equipped to make decisions that impact the company’s future.
Annually, we hold sales and marketing reviews, evaluating our current performance, competitive landscape, customer satisfaction, and growth strategy. Over the almost two decades of running the company in an Open-Book way, these reviews have grown in both quality and accuracy. While the format may have mostly stayed the same, the insights we gain from them continue to evolve.
One of the most valuable tools we’ve adopted is the Strategy for Growth Playbook. This playbook is our guide, outlining everything from our long-term vision—anchored in our company’s purpose, values, and financial goals—to the short-term priorities we must focus on to move forward. Every year, we create a financial plan, set 3-5 strategic priorities, and define a critical number that ensures we’re all pulling in the same direction. By keeping the focus on measurable growth, we ensure that we’re always building equity value, not just meeting short-term goals.
A critical aspect of this process is transparency. Our people aren’t just informed about the company’s strategy—they help build it. That means when they see a plan, they’re assessing it not just for its feasibility but for their personal buy-in. And here’s the thing about transparency: you can’t fake it. You can’t “blow smoke,” as Jack would say, with a team dialed into the numbers and the reality of the marketplace. The team knows if a strategy is solid, and they have no problem calling it out if it doesn’t make sense.
About Me
Through my experiences, I have been fascinated by business and all it offers to improve people’s lives. From working on the shovel, business visioning, and everything in between to sharing my experiences through personalized coaching services, I aim to help other owners and their teams work on their businesses, increase profits, and have more enjoyment while doing it.
Don’t Know Where To Start Or Need Someone To Talk To?
I’m now offering a Get in the Game Masterclass and Peer Group for owners ready to change.
What’s your biggest pain point? Let’s connect to discuss how having me coach you through implementing Open Book Management can improve your business.
Book Some Time With Me to Talk