What is the work of doing strategy?

It is about identifying the critical factors in your organisation’s situation – the most important challenges that you face;
  • Designing a powerful response to these challenges – either leveraging a powerful competitive advantage, or solving a critical problem;
  • Making tough choices, deciding what you will and will not do, and determining where to focus your efforts and resources;
  • Figuring out what needs to be done to advance your organisation’s interests.
In the language of Richard Rumelt, the “kernel of a good strategy” is: 
  • An accurate diagnosis of the situation;
  • A guiding policy;
  • Coherent action.
I think of strategy as planning an epic journey to the Promised Land. If you were planning such a journey you are likely to:
  • Get clear on where you want to go;
  • Assess where you are starting from you, with what and with whom you will be taking this journey;
  • Attempt to get clear on what lies in the terrain between your starting position and the Promised Land;
  • Decide which terrain you want to go through and which you want to avoid;
  • Decide where to start;
  • Decide at what stage you will review your progress and take another "helicopter view" of your terrain.
My goal is to demystify the process of making strategy. It is not complicated – but it can be very complex. At least one purpose of making strategy is to reach the simplicity that is to be found on the other side of complexity – but you have to go through the complexity in order to get there.

If you'd like to know more about how I can help you with your strategy or strategic thinking, contact me using the form below. I'd love to chat!