A significant portion of my strategic facilitation work is with internal functions, a click or two below corporate and business unit strategy: marketing, human resources, purchasing, and even internal strategy groups.
There is good news and bad news in this. The good news is that internal functions have recognized the need to be strategic, even if it is because higher level strategies demand supporting strategies. The bad news is how many internal functions don’t think strategy applies to them.
When I ask internal functions to show me what guides their department’s work, I’m more often than not handed a plan, which is a budget in disguise. It is rarely explicit in laying out a winning aspiration and clear where-to-play and how-to-win choices.