When Strategic Steps Into Operational: Why It Shows Up on the Menu

I’m a little hesitant to write this one…

Not because it’s controversial; but because it’s delicate. If you're reading this as a GM, F&B lead, or House Manager, you already know the tightrope I’m about to describe. This isn’t about blame, rather naming a tension you’ve probably felt yourself.

Here’s the reality:
You’re hired to manage. To lead. To drive an F&B operation that’s financially sound, consistent, and delivers value for your members. Most days, you do just that. But then comes the meeting; the well-meaning nudge; the “could we just add this?” request that sounds simple… until it’s not.

Before long, the line between strategy and operations blurs. And one of the first places it shows? The menu.

Menus Are Maps of Decision-Making

Ever looked at your own menu and thought… “That’s quite a big menu…”

You spot a dish like a tuna steak… solid idea on paper, but then you realise it’s the only item using fresh tuna. No other dish shares the ingredient, cooking style, or garnish. So now the kitchen’s holding premium stock that might sell twice a week, maybe.

Not because your chef designed it that way. But because someone asked for it in a meeting. You wanted to say no, but you didn’t want to be difficult. You wanted to explain GP, stock rotation, and prep time; but the chance slips away.

Now you’re carrying a menu that’s starting to look more like a wishlist than a workflow.

Multiply that by a few more “favour” dishes and you’ve got a bloated offer; harder to prep, harder to staff, and almost impossible to execute consistently.

The Best Menus Are Ruthless—In a Good Way

They’re lean, focused, and unapologetically operational.
Crossover ingredients. Built-in margin. Designed for flow, not fantasy.

They don’t compromise on quality, they make quality achievable.

Because fewer moving parts means better execution, faster training, and more consistent results.

When you’re managing tight margins, small kitchens, and a stretched team, every one of those things matters.

You're Not the Problem—You're the Pressure Point

Let’s be honest: you’re in a tough spot. You answer to the board, the members, your team, and the numbers. Everyone wants something slightly different, and it’s your job to balance it all.

But here's the thing: you see the operational impact.
You see how that “simple menu change” creates extra prep, more waste, and slower service.
You’re the one in the middle—trying to keep it strategic and sustainable.

And sometimes the hardest part of the job… is saying no to a well-meaning idea that doesn’t fit the system.

A Final Thought

Menus don’t just feed people. They reveal power dynamics. They show who’s influencing the operation; and whether your structure supports decision-making that’s actually sustainable.

So if your menu feels a little off, it might be worth asking:
Where are decisions being made?
And does your team have the trust and backing to protect the system they’re trying to run?

It’s not about shutting down ideas; it’s about knowing where they belong.
Shape strategy with your board. Run operations with your team. And when the two align—you get flow.

Tough to do? Yes. But essential, if you want quality to win.

Quick one — if you’ve not done this yet, my scorecard helps you spot gaps across guest experience, costs, and day-to-day ops. Takes a few minutes and you’ll get a proper report at the end.