How does Mel approach strategy?
Strategy Snippets · Season 1 · Episode 2
[00:00–00:40] Introduction
Mel:
Hey there. I’m Mel.
Melinda:
And I’m Melinda.
Mel:
And this is Strategy Snippets.
Mel, what is your approach to strategy?
[00:40–02:00] Strategy as More Than a Plan
Mel:
When I think about strategy, I think of it as a plan — but a plan on steroids. A plan often looks like a to-do list: tasks that need to be completed, without much clarity about why those actions matter or what outcome they are meant to produce.
Strategy is different. Strategy takes time and effort to clearly define where you are trying to go and why. It involves intentionally choosing actions and considerations that increase the likelihood of achieving a desired outcome.
[02:00–03:30] Strategy as an Integrated System
Mel:
One of the defining features of strategy is that it is integrative. It brings together multiple elements — people, services, training, systems, and culture — and considers how they interact, often simultaneously.
Strategy is difficult for very linear thinkers because it is not about one thing happening at a time. It is about coordinating many moving parts to work together toward a shared goal.
[03:30–04:45] Embedding Strategy Into Culture
Mel:
The goal of good strategy is to embed value so deeply into an organisation’s culture that maintaining it requires less effort over time. Efficiency matters. Reducing repetition and unnecessary effort is one of the most effective outcomes of good strategy.
Strategy is coordinated work. It involves clearly defined responsibilities, leadership endorsement, and collaboration across teams. Sustainable change cannot be driven by a single individual — it must be owned collectively.
[04:45–05:45] Timeframes and Measurement
Mel:
Every strategy needs clear timeframes. I have never written a strategy that did not include defined implementation periods, often with milestones such as six-month reviews.
Measurement is essential. Without clear ways to evaluate outcomes, it becomes impossible to know whether a strategy actually worked or whether change occurred for unrelated reasons.
[05:45–06:45] Strategy as Change Work
Mel:
Most of the strategies I have worked on were designed to produce organisational change. As a result, my approach is highly people-focused. This is why church and ministry contexts are a natural fit for me — they are fundamentally about people, culture, and shared behaviour.
[06:45–08:15] Understanding the Organisation First
Mel:
When approaching strategy, I spend significant time understanding the organisation itself — particularly its culture, values, relationships, and areas of misalignment.
Many organisations have aspirational values that are displayed publicly but not actually lived out. Strategy must start with an honest assessment of reality, including where systems or behaviours are not effective.
[08:15–09:30] Research, Insight, and Documentation
Mel:
Research is an important part of my process. This might include examining best practices in other organisations or, in Christian contexts, returning to Scripture to understand how the early church approached similar challenges.
I am highly documentation-oriented. Strategy often does not feel complete to me until it is written down — including the rationale, desired outcomes, actions, timeframes, and responsibilities.
[09:30–10:30] Pacing Change Well
Mel:
Because strategy is complex, pacing matters. Change does not need to be rushed. Well-designed strategy allows people time to adapt, which reduces stress and resistance.
Rolling change out gradually, rather than trying to fix everything at once, creates more sustainable outcomes and healthier organisations.
[10:30–End] Closing Reflection
Mel:
For me, strategy is about clarity, coordination, and sustainability. When strategy is thoughtful, documented, paced, and measured, it becomes a powerful tool for meaningful and lasting change.