Got Strategy?

Strategy is complex; it involves making tough choices, choosing what to do, and choosing what not to do. Good Strategy changes the actions and behaviors of the organization’s workforce.

Every company says they have a Strategy; many do not, including those that believe they do.

Let’s start by seeing what Strategy is not. When the redundant, non-essential, and distracting elements are removed, what remains begins to look more like Strategy.

Strategy is critical to business success. Creating and executing an effective business strategy is a task that the CEO and C-Suite cannot readily delegate to others. When Strategy is weak, objectives are unclear, resources are not properly allocated, communication and marketing are inconsistent, competitive advantage is eroded, and financial goals are not met. Operating with a flawed strategy that is not a strategy at all will lead to poorer outcomes for the business.

Richard Rumelt in Good Strategy/Bad Strategy concisely states that to detect bad Strategy, look for one of the following:

1. Fluff: Bad Strategy is a simple statement of the obvious combined with a generous sprinkling of buzzwords creating the illusion of high-level thinking. It may sound Strategic but lacks any actionable direction.2. Failure to face the challenge: Bad Strategy does not define or recognize the business’s challenge.
3. Mistaking Goals for Strategy: Goals or desires are not strategies. Goals support the Mission; Strategy supports and directs how the Goals are to be achieved.
4. Bad strategic objectives: Strategic objectives are set by the leaders. Strategic objectives are wrong when they do not address critical issues or challenges.

Strategy is not Vision or Misson.
Strategy is not Goals or Objectives.
Strategy is not a Powerpoint presentation or slide deck.
Strategy is not a mashup of words with Strategy added to it.
Strategy is not just another good thing to do.

Strategy is complex; it involves making tough choices, choosing what to do, and choosing what not to do. Good Strategy changes the actions and behaviors of the organization’s workforce.

“Strategy brings relative strength against relative weakness.”

Richard Rumelt

Making these decisions is hard. It requires focusing on what you are building and letting go of that which no longer serves your objectives.

Letting go is hard.

So, how good is your Strategy?

Anticipate customer needs: a Strategic Choice

Creating unique market offerings begins with a strategic directive that is focused, a focus that requires knowing what resources are required to create your competitive advantage.

Predicting the future is not easy. Tarot Cards, Magic 8 Balls, and Crystal Balls are not strategic initiatives you would invest in.

Let’s consider the following instead.

Happy customers… are created when their needs are met.
Happy customers… tell others and share their stories about your brand.
Happy customers… leave clues.

Clues are customer needs.

By anticipating these needs, you can precisely position a product or service to meet those needs. Creating unique market offerings begins with a strategic directive that is focused, a focus that requires knowing what resources are required to create your competitive advantage. Magnify what makes you different.

“Strategy involves focus and, therefore, choice.  And choice means setting aside some goals in favor of others.  When this hard work is not done, weak amorphous strategy is the result.”

Richard Rumelt

Use this to win and delight your customers. Stand out in the marketplace; it will be easier for your customers to find you. With this combination, all stakeholders will be happy,  and so will your bottom line.