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Every organization needs a strategy and planning role. The only question is, who will perform the role?

First, what does this role do? A senior incumbent will shape and influence strategy. All incumbents will analyze strategy, facilitate conversations to define strategy, clean up ambiguities, resolve contradictions, and keep emotions under control. The output will be a list of initiatives and programs, an estimate of scope, complexity, cost, and a high level roadmap. The outputs will be reviewed and signed off by key sponsors and stakeholders.

In large organizations, this role will be performed by the Chief Strategy Officer. In medium to large companies, this role is performed by a PMO. In small to medium companies, this role is performed by consultants or some hapless soul who looks like he or she needs more work.

Some pieces of the role are core, and thus should be kept with or closely supervised by an employee. It is generally a thankless role and very few individuals have the fortitude to make a career out of it. If you do a tour of duty in a strategy and planning role, you will gain a broader perspective not to be had unless they get to a very senior position.

The most important thing to know about the role: it must be like a dial tone. Always on, always aware, reliable, always ready to connect the dots at a moment’s notice.