The Hidden Backbone: Why Every Great Strategy Needs Operations at the Table
Image by Freepix.com
At the last strategic planning retreat I attended, the room was buzzing, a whiteboard with vision and mission statements laid out, folks spoke passionately about innovative programs and ambitious fundraising goals.
But when I looked around the room, I noticed little to no emphasis on operations; this happens all the time. Operations is often treated like a backstage crew, important, but not part of the main act. Operations is the hidden backbone of organizational success. Without it, even the most visionary strategies can falter. It’s time to elevate operations to its rightful place at the strategy table. Here’s why.
1. Strategic Alignment Is Not Automatic
An ambitious strategic plan can look flawless on paper, but without operational input, it risks collapsing under the weight of impractical timelines, misaligned resources, or unrealistic staffing expectations. Operational leaders bring a reality check, not to deflate ambition, but to align it with what’s possible. They understand how current systems, staffing, and budgets intersect with future goals, ensuring that strategic priorities are achievable.
2. Operational Foresight Prevents Roadblocks
A seasoned operations leader can see obstacles before they appear on the horizon. From anticipating technology upgrades to planning for supply chain disruptions, operational foresight protects an organization from costly delays and avoidable crises; this isn’t just troubleshooting, it’s proactive stewardship. By anticipating needs, operations turn “we should have seen this coming” into “we saw this coming, and we’re ready.”
3. Implementation Risks Are Strategic Risks
Every strategy lives or dies in its implementation. If the people and processes that will execute a plan are not part of its design, the risk of failure skyrockets. Involving operations early helps identify hidden bottlenecks, policy conflicts, and compliance concerns before they derail progress. This early involvement also fosters cross-departmental buy-in, smoothing the path from strategy to reality.
4. Invisible Labor Holds Everything Together
The irony of operational excellence is that when it’s done well, it’s almost invisible. Staff get paid on time, vendors are managed, technology systems run smoothly, and policies keep the organization compliant and secure. But this invisible labor, the work that prevents chaos, is foundational. Recognizing it as a core part of the organization’s value chain is essential to retaining skilled operations professionals and sustaining long-term growth.
The Case for an Equal Seat
When operations leaders are included in strategic conversations from the start, the organization gains a critical blend of vision and pragmatism. Strategies become more grounded, resources are used more efficiently, and the path to impact becomes clearer.
It’s time to move operations from the periphery to the center, where the people who keep the engine running can help design the road ahead.
Call to Action:
If you’re in a position to shape who sits at the strategy table, make sure operations has a chair. Your future self and your organization’s success will thank you.