Strategy is not X
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Strategy is not X
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Re: Strategy is not X
#2I really liked this comment from the summary:
> OKR is an strategy-alignment exercise, not a strategy-creation activity.
I think my company has been treating it too much like the latter.
Re: Strategy is not X
#3I really liked this comment from the summary: > OKR is an strategy-alignment exercise, not a strategy-creation activity. I think my company has been treating it too much like the latter.
> I think my company has been treating it too much like the latter.
I think that's very common.
Re: Strategy is not X
#4I think about this topic a lot. I think I am fairly good at tactics: devising the "checklist" and executing on it. I don't know if I am any good at strategy. I haven't tried, and I wouldn't know where the line between tactics and strategy lies.
It doesn't sound like the book being reviewed answers my question. Are there such books? Is it just a matter of "doing" strategy, to know what it is and how to do it well (trial by fire). Or are there books I could read on the subject?
Re: Strategy is not X
#5I feel like this post concludes by validating the counterpoints about what it says isn't strategy. Each of these things show self reflection. If self-reflection is what makes for good strategy, then these are certainly trying to take steps in the right direction.
A vision statement is the product of reflecting on who are we. Checklists and templates are products of reflecting on how we do things. Goals are a product of reflecting on who we think we could be tomorrow.
If I were to venture out, a lot of these things are part of a good strategy. And yes, if you set bad goals or have bad checklists or have a bad vision statement, it might just be that the self-reflection was poor. Imagine if Airbus made a checklist of “[X] Don’t let the plane crash into the ground”, probably not rooted in deep reflection.
The book they reference is quite good, though.
Re: Strategy is not X
#6I feel like this post concludes by validating the counterpoints about what it says isn't strategy. Each of these things show self reflection. If self-reflection is what makes for good strategy, then these are certainly trying to take steps in the right direction. A vision statement is the product of reflecting on who are we. Checklists and templates are products of reflecting on how we do things. Goals are a product…
> If I were to venture out, a lot of these things are part of a good strategy.
Bingo!
Strategy cannot exist without establishing the destination and stating the destination is useless without specifying how one intends to get there.
Re: Strategy is not X
#7I think about this topic a lot. I think I am fairly good at tactics: devising the "checklist" and executing on it. I don't know if I am any good at strategy. I haven't tried, and I wouldn't know where the line between tactics and strategy lies. It doesn't sound like the book being reviewed answers my question. Are there such books? Is it just a matter of "doing" strategy, to know what it is and how to do it well (tri…
The book is really quite good. The Checklist Manifesto might also be of interest.
The parts of strategy (for some definition of strategy) that are missing from tactics are (1) Diagnosing problems (2) Setting policy. Things like “How do we solve problems” or “How do we find problems” vs “What is the solution to this problem”.
Maybe something more pithy like: “Tactics are what you use to fight on the battlefield, strategy is what gets you there”?
Re: Strategy is not X
#8I think about this topic a lot. I think I am fairly good at tactics: devising the "checklist" and executing on it. I don't know if I am any good at strategy. I haven't tried, and I wouldn't know where the line between tactics and strategy lies. It doesn't sound like the book being reviewed answers my question. Are there such books? Is it just a matter of "doing" strategy, to know what it is and how to do it well (tri…
I have had similar struggles as you, we can nail rock/OKRs/plans etc... but I always felt like my strategic lens was lacking.
I've read the book and yes, it will answer your question. It shares the theory and does a great job of walking through cases to reinforce the point. Been a founder/CEO for 10 years and this book changed the way I think about strategy.
My favorite part:
Diagnosis - why are we in this mess (define the problem or challenge)?
Guiding policy - what method are we going to use address the challenge?
Coherent action - typical OKR stuff, what do people need to do in what time period?
In previous strat plans I did have some of these elements but this framework helped ensure I was consistently considering the right pieces and was thorough in my analysis.
Re: Strategy is not X
#9I think about this topic a lot. I think I am fairly good at tactics: devising the "checklist" and executing on it. I don't know if I am any good at strategy. I haven't tried, and I wouldn't know where the line between tactics and strategy lies. It doesn't sound like the book being reviewed answers my question. Are there such books? Is it just a matter of "doing" strategy, to know what it is and how to do it well (tri…
The book is really quite good. The Checklist Manifesto might also be of interest. The parts of strategy (for some definition of strategy) that are missing from tactics are (1) Diagnosing problems (2) Setting policy. Things like “How do we solve problems” or “How do we find problems” vs “What is the solution to this problem”. Maybe something more pithy like: “Tactics are what you use to fight on the battlefield, strat…
Really appreciate the way you explained this. For some reason it helped me reach a breakthrough on a slide deck narrative I’ve been working on. Thanks for sharing.
Re: Strategy is not X
#10Interesting that he's not sure what a strategy consists of after reading the book. I read the same book and it does give a definition, with three essential parts, but frustratingly doesn't then link the examples back to show how they illustrate the definition.
Rumelt says good strategy consists of:
"1. A diagnosis that defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical.
2. A guiding policy for dealing with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis.
3. A set of coherent actions that are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy."