As a subject matter expert, you are an indispensable link in strategy processes. Your knowledge and insights form the basis for substantiated decisions. But how do you ensure that your expertise is used optimally? In this article, Paul van Bekkum, co-founder of Summiteers, and Thijs Venneman, management consultant, share practical insights for subject matter experts in strategy execution processes.

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The subject matter expert: specialist with knowledge of content and context

Like we do in our previous blog discussed, there are four key roles that make the difference in strategy execution. The client we discussed in an earlier article; let's now zoom in on the subject matter experts or specialists. “To make certain choices in a strategy execution process, you need specialists from the organization,” Paul explains. “These can be financial experts, lawyers, product specialists, or people who know the market and customers inside out.”

“What makes you so valuable as a subject matter expert is the combination of substantive expertise and insight into the context of the organization. You not only know what is possible, but also how that fits within your organization.”

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Tips for subject matter experts

To successfully contribute to a strategy process as a subject matter expert, we have five tips to help you fulfil your role effectively:

1. Translate your expertise into decision-making information

Put yourself in the shoes of decision makers. Don't immediately share everything you know, but focus on the information that is relevant to them in order to make an informed decision. Remember: what do they need to make the right choice? And don't think: let me tell them everything I know and they'll figure out what's important or relevant.

2. Create space in your agenda, in addition to your 'normal' work

Explicitly clarify what time you need for the strategy process and discuss with your manager how your operational activities can be temporarily organized differently. Without this space, you will not be able to contribute your expertise optimally. Decide what is achievable/desirable and prevent your contribution to strategy from becoming a thing of the evening (or that your regular work ends up there).

3. Embrace your role as ambassador

Realize that you are not only valuable in the process for your subject matter expertise, but also because you play a key role in creating support. Your knowledge of the organization and your informal influence is essential in creating support and makes you an important sounding board for colleagues.

4. Advise and accept

Bring in your expertise with conviction, but accept that the final decision is made by those with the formal mandate. They need to make a broader consideration, where your expertise is one of the factors.

5. Use your fresh, curious eye

Be curious about new opportunities and avoid reflexive reactions like “we've tried this before.” What did not work in the past may be successful in a new context or with different preconditions. And what those preconditions are is probably obvious to you, so mention them too. This way, you can learn from past experience without becoming an obstacle.

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Pitfalls for subject matter experts

Be aware of these common pitfalls:

• Sticking to existing frameworks with no room for innovation
• Judging too quickly about the feasibility of new ideas
• Only look at issues from your own field
• Disappointment when not all your advice is taken
• Being too modest about your knowledge (what comes naturally to you is often new to others)

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Strengthen your impact as a subject matter expert

“As a subject matter expert, you lay the foundation for a thorough strategy and execution,” concludes Thijs. “Your insights ensure that decisions are based on accurate information and realistic estimates. At the same time, your active involvement and open attitude can make the difference between a strategy that sticks in plans and one that is actually implemented.”

In the following blogs in this series, we will discuss two of the other four key roles: the director and middle management. This gives you a complete picture of who you need to successfully implement your strategy.

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Need help with strategy and execution?

We are Summiteers, we create movement, make something that is complex understandable again, something big achievable, a - vague - idea concrete and make something difficult succeed. We call that strategy execution. Can you use help with this? Take contact with us.

Interested, but not ready for the trip yet? Follow our LinkedIn page and get inspired

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