To those of us who have been involved with technology for some years, Microsoft is not a vendor we would associate with that title. Times change. And there is a new Microsoft, under 17-month CEO Satya Nadella.

Why does this matter? Love them or hate them, our lives and our leadership are impacted by Microsoft’s role in the marketplace.

On June 17^th, Nadella restructured the tech giant’s organization. Why? To better align with his vision for the company and support execution of his strategy for achieving it. His vision has been summarized as “mobile first, cloud first.” His new strategy involves three initiatives: “reinvent productivity and business processes, build the intelligent cloud platform, and create more personal computing” (from the official announcement at Microsoft.com). And the operating divisions are now organized explicitly around those elements of the strategy: Applications and Services, Cloud and Enterprise, and Windows and Devices.

Time and markets will judge the success of these plans. In the mean time, they serve as a positive example of strategic leadership.

Two things…

• My thanks to Jared Newman for his excellent article on the subject, in the July 2015 PC World magazine.
• In case you wondered, I am platform-neutral. I am currently using a Windows laptop and desktop, Android phone and tablet, and used Macintosh extensively in the past.

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When speaking with leaders about strategic planning, one question almost always comes up. “We can handle planning internally. Why should we use an independent facilitator?” Of course you can do it yourself. In fact, High Impact Strategy can provide you with resources to help you with that approach. However, there are many benefits to the alternative. Here’s my view of what the outside facilitator brings to the party.

1. Guides preparation so that all necessary information is available to the planning team. Enables the team to accomplish more in the given time.
2. Allows free and open discussion, independent of each person’s position in the organization. Enhances team ownership by ensuring common understanding, clarifying decisions, building consensus and commitment.
3. Keeps the discussion on track, focusing on the process instead of the end result. Ensures that all voices are heard; is more likely to keep one person from dominating the discussion.
4. Avoids participants’ concern that the internal leader has an agenda and is trying to lead them to her/his predetermined outcome. Frees the internal leader to fully participate vs. concentrate on facilitating the planning process.
5. Increases objectivity; is more likely to distinguish between facts and opinions, and to maintain a positive tone. Helps resolve conflicts, channeling emotions into constructive problem solving.

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6. Maintains a forward focus, against the tendency to look back on history or dwell in the present. Enforces big picture strategic thinking, when those close to the operation are drawn to tactical details.
7. Brings fresh perspective to old challenges, generating new approaches, options, and solutions. Shares lessons learned from the experiences of other organizations.
8. Can ask the hard questions and address delicate issues with less risk of relational conflict. May expose myths, blind spots or counterproductive behaviors that are being denied.
9. Directs the process to the desired result—strategies and priorities that address all critical issues. Tests strategies for alignment with mission, values, and vision.
10. Prescribes a pathway for expanding selected strategies into operational goals and objectives, specific action plans, time frames, and accountabilities. Follows up to encourage and support execution and ongoing maintenance of the plan.