Strategy comes from a military tradition and was based on the knowledge that to successfully pursue your objectives in highly uncertain and constantly changing environments, you need future-focused thinking that’s fluid and activities that constantly adapt as conditions and events unfold. It’s an ongoing process of ‘execute and learn’ where purposeful thought informs action that looks for threats, advantage and opportunity in the shifting landscape.
Yet, despite the increasingly dynamic environment, business strategy has become a very static, analytical ‘plan and measure’ discipline where having something to show for your strategic efforts – plans, blueprints, pillars and ‘yes’ even roadmaps – is valued over the work of adapting to an uncertain future.
As a result, business-speak has made ‘strategy’ a noun – something you have – when it needs to be a verb – something you do – if it is to make a meaningful difference to the future of your organisation.
Read more