In any organization—especially those built on a hub/node-structure—strategic success doesn’t happen in a boardroom. It happens when people at every level feel connected to the bigger picture, understand their role in it, and act with intention and responsibility.
This is the essence of a culture of shared ownership and accountability. It’s not just about individuals doing their job; it’s about collective commitment to a shared purpose and clarity around who owns what.
Let’s explore how organizations can intentionally cultivate this culture to close the gap between strategy and operations—and make every decision, from the hub to the nodes, part of a unified strategic movement.
What is shared ownership and accountability?
- Shared ownership means people at all levels feel a sense of belonging and responsibility for the organization’s purpose, goals, and outcomes—not just their individual tasks.
- Accountability means there is clarity about responsibilities, commitments are followed through, and feedback flows constructively.
Together, they foster an environment where initiative is welcomed, mistakes are learning opportunities, and strategic goals guide everyday choices.
«Strategy without ownership becomes shelfware. Ownership without clarity becomes chaos.»
Why it matters in distributed structures
In hub-and-node organizations strategy is set centrally but must be executed locally.
Challenges arise when:
- Local teams don’t see how their work connects to strategic goals
- The hub lacks visibility into operational realities
- Accountability is vague or inconsistent
The result? Misalignment, inertia, or duplication of effort.
A culture of shared ownership ensures that:
- Strategy is internalized, not just communicated
- Everyone feels empowered to contribute ideas and flag risks
- Execution becomes a collaborative act, not a compliance task
Cultural practices that build ownership and accountability
1. Embed shared values that reflect purpose and agency
Values are the foundation of culture. To create ownership, values must signal both mission alignment and individual agency.
For example:
- “We contribute to a common vision” (strategic alignment)
- “We take responsibility for outcomes” (accountability)
- “We collaborate across boundaries” (network cohesion)
Practice: Co-create a set of values or principles with input from both the hub and nodes. Ensure they are visible, referenced in decision-making, and tied to real behaviors.
2. Connect strategic goals to local missions
People own what they understand. Translating high-level strategy into local relevance is critical.
Practice: For every major objective, articulate:
- Why it matters to the whole network
- What it looks like in local context
- How each team contributes to progress
Use OKRs (Objectives and Key Results) or similar frameworks that cascade from central goals to node-level targets. Align quarterly priorities and check-ins accordingly.
3. Enable transparent communication and context sharing
Transparency breeds trust and engagement. Silence breeds confusion or disengagement.
Practice:
- Share strategy updates in plain language—not just slide decks
- Create forums (e.g., town halls, Slack channels) for cross-node dialogue
- Encourage leaders to “narrate the why” behind decisions
When people know why something matters, they are more likely to take ownership of how it gets done. – Roald Kvam
4. Recognize and reward ownership behaviors
Culture is reinforced by what is celebrated and rewarded.
Practice:
- Spotlight individuals or teams who demonstrate proactive problem-solving, not just task completion
- Tie performance reviews and incentives (where appropriate) to contribution to strategic outcomes—not just output
- Use storytelling to share examples of local ownership impacting big goals
This signals that engagement and accountability are core competencies, not optional extras.
5. Foster psychological safety for honest dialogue
Accountability without psychological safety leads to fear. Ownership requires the freedom to speak up, ask questions, and take calculated risks.
Practice:
- Train managers in feedback and facilitation skills
- Encourage retrospectives after major projects—what worked, what didn’t?
- Create “ask me anything” sessions with senior leaders
These foster a learning culture—where responsibility is shared, not avoided.
6. Develop cross-functional and cross-Node collaboration norms
Shared ownership thrives when people work beyond silos.
Practice:
- Build cross-node working groups for major initiatives
- Define shared deliverables with joint accountability
- Use collaborative tools (e.g., Notion, Asana, MS Teams) for visibility
This shifts the mindset from “my part of the puzzle” to “our shared success.”
7. Empower middle managers as culture carriers
In a hub/node-structure, middle management is the bridge. Their behaviors model ownership and influence how accountability plays out on the ground.
Practice:
- Invest in leadership development focused on coaching, communication, and change leadership
- Give node leads a seat at the table in strategic planning
- Support peer communities of practice across nodes
The goal is to equip them not just to manage, but to cultivate culture actively.
8. Build simple, visible accountability mechanisms
People need clarity to take responsibility.
Practice:
- Define roles and responsibilities clearly (e.g., using a RACI matrix)
- Use dashboards or visual boards to show progress and ownership
- Schedule regular check-ins that focus on outcomes and learning, not blame
Visibility ≠ micromanagement—it’s a way to maintain alignment and build trust.
The payoff of shared ownership
Creating this culture isn’t quick. But the rewards are profound:
| Outcome | Impact |
|---|---|
| Higher engagement | People feel connected to purpose |
| Greater agility | Decisions made faster, closer to where work happens |
| Better performance | Individuals and teams push for excellence |
| Stronger alignment | Strategy lives in actions, not just documents |
| Resilient network | Trust and cohesion sustain operations during change |
Conclusion: Culture is the invisible lever
Structures, processes, and tools matter—but culture is the invisible force that binds strategy and operations. When people feel they are part of something meaningful, trusted to deliver, and supported in learning and growing, they don’t need to be pushed—they move.
Creating a culture of shared ownership and accountability is not a program. It’s a practice. It starts with values, is nurtured through behavior, and is sustained by leadership at every level.
“When everyone owns the mission, excellence becomes collective.”
DREIESKIVA|Roald Kvam 
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