Being strategic involves more than strategic planning, but that planning cycle is one place it often shows up. When I think about the strategic planning work that has been most impactful over my career, the impact has come not from the content of the plans themselves but from the commitment of the leaders behind them to use the strategy as a decision-making guide. These are people who have embedded the intentions of their strategic plans into the daily workings of their organizations over the long haul. As a result, they have plans, as I say in the strapline of my book Sightline, that “gather momentum not dust.” Here are two such examples, in the early stages of their strategy implementation cycle:
Continue reading “Strategy Exemplified”The Secret Sauce of Strategy
We tend to be sloppy about the word “strategic.” If we were sitting in a group and I asked you to define it, I suspect people would struggle with the task. They’d probably default to someone who can write a strategic plan. Yawn.
Continue reading “The Secret Sauce of Strategy”All In
You’ve likely heard about Yvon Chouinard’s recent decision to transfer his ownership of his company, Patagonia, into a “Purpose Trust,” with the proceeds going to fight climate change.
As a strategist, two elements of this decision stand out to me: go all in, on a few things.
Continue reading “All In”Take it Slowly
It’s not easy to go slowly now to go quickly later.
Road construction.
Life with toddlers.
Teaching beginner-level anything.
Stakeholder engagement.
What about in your own work decisions and rhythms?
Continue reading “Take it Slowly”The Core Driver of Effective Strategy
Strategy is more about what you believe than what you do.
If you believe there is enough to go around, rather than believing that resources are scarce, you can develop strategies that are grounded in possibility and generosity rather than constantly striving to play a stressful zero-sum game. Can you see how it’s a question of perception?
Continue reading “The Core Driver of Effective Strategy”