We need to do this strategic, we have a strategy, and it’s our strategy… You hear about it all the time. Executives like to say “strategy” this “strategy“ that, we hear it a lot, then it sounds big, complicated and even important.
When in fact it is far from it…strategy is not always complicated
Strategy in itself – at the basic level – is very simple actually; it’s dealing with the details that can make it seem complicated.
We seem to get stuck in the details of the scheme mostly, and not really in strategy making itself.
For example; the basic steps for strategy to start off is to follow steps;
Identify what it is that you want to accomplish
Example; we want to go on a family holiday with the kids
“Setting clear objectives”
Determine the size and scope of the project
We want to go and have a summer sea side vacation for two weeks
“Ring-fencing the size and scope”
Gather the essential elements of information
We only have $1000, and it must be during school holidays, two adults, three children, two girls one boy…
“Get the detail”
Options; scenario testing…
And so it goes on, this is just one of many approaches
Then why are we getting stuck again? Because; What we find, is what is mostly only what business textbooks on strategy dish up as a “champions breakfast” for MBA’s, and it’s just the opposite, of what they really need, we find best practices, case studies, and very little else.
Instead of providing students with a few robust strategic business tools for dealing with everyday complex strategic problems, we are flooding them with ideas and mostly case studies only, and the cliché acronyms, SWAT etc. That will confuse more than they enlighten.
The content of a typical business textbook today off the shelf and prescribed by the way, provides a good insight into the problem of stonewalling strategic initiative building – case studies serve a purpose – just not strategy and innovation. They often have well in excess of 500 pages, full of interesting ideas and tons of examples with sub notes, and professor’s comments – but without an organising framework that busy executives or MBAs can cling on to, and use as business tools.
In summery; Strategy is important, but it’s not rocket science. It is really just about having a proven recipe for designing a plan supported by structure (and not case studies) – that directs the details – (something that has to be done so that something else can happen in the future, or the making of such preparations, that gives it form) that is in turn again supported by systems (a combination of ideas/ resources/ products – whatever is applicable – or principles required to achieve specific goals with, in pursuit of an main objective; Strategy therefor in short, is a procedure by which something is organized, so that means are used optimally – ITO -time/ finances’/ resources – to achieve certain goals with towards reaching an objective).
Look for “recipe’s” that work for you and apply and learn from them, develop your own style.
Read more; Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available atTrafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320