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What Is A Good Strategy? Credits to Jeroen Kraaijenbrink, follow him for more useful content. ------ Here's the original post: It has become default practice to assess strategy in financial terms: profit, ROI, etc. To resolve the strategy-execution gap, we need more human-centered criteria: strategy that inspires, touches, and moves. STRATEGY THAT INSPIRES (cognition) To execute a strategy, people need to understand it, see its point, and be positively triggered to take the leap of faith that it requires. Strategy that inspires is strategy that ignites interest. It excites, it triggers people’s curiosity, imagination and creativity. It makes their brains work and replaces current views about an organization’s future with better ones. This means: ✅ A clear and outspoken vision outlining a desirable future state of the organization ✅ A creative tension between where the organization is today and where it wants to be ✅ Alignment between the future idea of the organization and the future ideas of its people 👉 Does your strategy inspire your people? STRATEGY THAT TOUCHES (emotion) To execute a strategy, people need to feel good about it, feel attached and committed to it and agree that it is the right thing to do for the organization. Strategy that touches is strategy that triggers positive emotions. It feels right, aligns with people’s values and passions, and makes people wholeheartedly say yes. It is purpose-driven and based on sympathy and empathy with others and the world at large. This means: ✅ A future direction that is morally and ethically the right thing to do for the organization ✅ A large enough step forward so that it substantially triggers people’s emotions ✅ Alignment between the values and beliefs held by the organization and the passions of its people 👉 Does your strategy touch your people? STRATEGY THAT MOVES (behavior) To execute a strategy, people need to see the path, have clarity on what it means for them and asks from them, and believe it is somehow achievable. Strategy that moves is strategy that enables and stimulates action. It is clear, actionable, and contextualized so that everyone in an organization understands what it takes from them to execute it. This means: ✅ A detailed enough description of the strategy and its consequences for units, departments and individual people ✅ A clear understanding of the difference between the current state and the future state of the organization ✅ Alignment between the capabilities and resources the strategy requires and what is feasible 👉 Does your strategy move your people? ------- Follow Business Infographics to learn from the best visuals.

What Is A Good Strategy? Credits to Jeroen Kraaijenbrink, follow him for more useful content. ------ Here's the original post: It has become default practice to assess strategy in financial terms: profit, ROI, etc. To resolve the strategy-execution gap, we need more human-centered criteria: strategy that inspires, touches, and moves. STRATEGY THAT INSPIRES (cognition) To execute a strategy, people need to understand it, see its point, and be positively triggered to take the leap of faith that it requires. Strategy that inspires is strategy that ignites interest. It excites, it triggers people’s curiosity, imagination and creativity. It makes their brains work and replaces current views about an organization’s future with better ones. This means: ✅ A clear and outspoken vision outlining a desirable future state of the organization ✅ A creative tension between where the organization is today and where it wants to be ✅ Alignment between the future idea of the organization and the future ideas of its people 👉 Does your strategy inspire your people? STRATEGY THAT TOUCHES (emotion) To execute a strategy, people need to feel good about it, feel attached and committed to it and agree that it is the right thing to do for the organization. Strategy that touches is strategy that triggers positive emotions. It feels right, aligns with people’s values and passions, and makes people wholeheartedly say yes. It is purpose-driven and based on sympathy and empathy with others and the world at large. This means: ✅ A future direction that is morally and ethically the right thing to do for the organization ✅ A large enough step forward so that it substantially triggers people’s emotions ✅ Alignment between the values and beliefs held by the organization and the passions of its people 👉 Does your strategy touch your people? STRATEGY THAT MOVES (behavior) To execute a strategy, people need to see the path, have clarity on what it means for them and asks from them, and believe it is somehow achievable. Strategy that moves is strategy that enables and stimulates action. It is clear, actionable, and contextualized so that everyone in an organization understands what it takes from them to execute it. This means: ✅ A detailed enough description of the strategy and its consequences for units, departments and individual people ✅ A clear understanding of the difference between the current state and the future state of the organization ✅ Alignment between the capabilities and resources the strategy requires and what is feasible 👉 Does your strategy move your people? ------- Follow Business Infographics to learn from the best visuals.

STRATEGY: CONFUSION VS. CLARITY How can we manage Strategy if we are not sure what it is? How do we define it? A lot of things along Strategy's formulation process depend on that definition. Let's compare the opinions of two Strategy books authors. 1. ROGER MARTIN In one of his most confusing article ever published /* he has provided his recent definition of Strategy that is tasked to "cause the negative delta between aspiration and outcome to disappear". So, according to him, Strategy is about our "aspirations" ... or in other words, about our wishes & desires. 2. RICHARD RUMELT In both his latest books /** he recommends a definition of Strategy that is about "surmounting a high-stakes challenge". So, according to him, Strategy is focused on surmounting paramount challenges (or gnarly problems) that we are confronting today, or we will be confronting in the future. And that is done through "a coherent mix of policy and action". 3. MICHAEL PORTER Before both of them, Prof. Michael Porter has provided us this definition: /^ "Strategy is about deliberately choosing a different set of activities that deliver a unique mix of value. Strategy is making trade-offs in competing. The essence of strategy is choosing what not to do". THE RESULT Interesting, isn't it? For avoiding the confusion of the first definition (Martin), let's try to synthesized the other two (Rumelt and Porter). "Strategy is a coherent set of choices, tradeoffs, activities, and their supporting capabilities, aimed at surmounting high-stakes challenges and at providing a unique mix of stakeholder problems-solving value". This definition does several things: 1. It acknowledges the focus on Strategic Choices, Tradeoffs (what not to do) and Activities (as Activity System) 2. It correlates in a coherent way Strategy's focus with the Capabilities (as Capabilities System) required to support it 3. It defines Strategy's aim at surmounting a set of high-stakes challenges, or Paramount Challenges, rather than at achieving wishes & desires 4. It relates the Strategy to stakeholders' mix of problems (Jobs-to-Be-Done) and to the unique solutions for those problems (as Value Propositions) The move from "customers" to "stakeholders" makes the definition equally valid for the public sector, as well as for the for-profit sector, for which the "unique mix" points to the Competitive Advantage. How do you like it? /* Strategy for Start-ups - Redux (2024) https://lnkd.in/dN3dRzDw /** Good Strategy/Bad Strategy: The Difference and Why It Matters (2011) https://lnkd.in/dpNghBPd The Crux: How Leaders Become Strategists (2022) https://lnkd.in/d4NM-QKD /^ What is Strategy? (1996) https://lnkd.in/dsawNYgn Also read: THE PLAYING TO WIN CONFUSION https://lnkd.in/dbdSa2sB DON'T EAT THE WHOLE AVOCADO! https://lnkd.in/dspQPEVi HOW STRATEGY EVENTUALLY WORKS https://lnkd.in/dFRDJfUJ THE ORIGIN: 'WHERE TO PLAY' + 'HOW TO WIN' https://lnkd.in/d8zNFht7 THE STEPPING STONES https://lnkd.in/dGPrdpRk

Strategy and plan are not the same terms: Strategy is a logic, and planning is a process. Many people confuse these terms - Jeroen Kraaijenbrink has a great explanation of the differences. The confusion around the concept of strategy largely arises from its misuse. People often use the term "strategy" to describe something special, like "strategic marketing" or "strategic finance." They also use it casually in everyday conversations to talk about their plans to achieve goals, such as "my strategy to get better grades is to study 10% more every day." However, in business or organizations, strategy means something specific. If every plan, approach, or process could be called a strategy, it would lead to confusion. Here's the key difference: → Strategy is the logic behind how an organization creates and captures value, while planning is the process. To put it differently: → Strategy defines goals, while planning helps achieve them. A strategy delineates the rationale behind an organization's value creation and capture process. In Jeroen's book, "The One-Hour Strategy," it is described that strategy encompasses: a) The identification of target customers and competitors (Market),  b) The selection of products and services offered (Magic),  c) The utilization of assets and capabilities (Means),  d) The methods employed to generate revenues (Money),  e) The strategies for leveraging the environment (Momentum), f) The underlying reasons for pursuing these actions (Meaning). This can describe an organization's current strategy, intended strategy for the future, and realized strategy based on implementation. None of this directly relates to a plan. A plan details the steps, resources, and timeline needed to achieve specific goals. While a plan may be developed to implement a strategy, it's not the strategy itself. Goals stem from the logic of the strategy and guide planned actions. It's crucial because many organizations claim to have a strategy but lack the overarching logic behind value creation. They may have plans and goals but lack the derived strategy. Now, the key question is: Does your organization truly have a strategy, or is it merely operating on plans? __ Repost so your network can learn the differences too! Follow Igor Buinevici for more useful insights. Do not forget to follow Jeroen Kraaijenbrink!

Strategy and plan are not the same terms: Strategy is a logic, and planning is a process. Many people confuse these terms - Jeroen Kraaijenbrink has a great explanation of the differences. The confusion around the concept of strategy largely arises from its misuse. People often use the term "strategy" to describe something special, like "strategic marketing" or "strategic finance." They also use it casually in everyday conversations to talk about their plans to achieve goals, such as "my strategy to get better grades is to study 10% more every day." However, in business or organizations, strategy means something specific. If every plan, approach, or process could be called a strategy, it would lead to confusion. Here's the key difference: → Strategy is the logic behind how an organization creates and captures value, while planning is the process. To put it differently: → Strategy defines goals, while planning helps achieve them. A strategy delineates the rationale behind an organization's value creation and capture process. In Jeroen's book, "The One-Hour Strategy," it is described that strategy encompasses: a) The identification of target customers and competitors (Market),  b) The selection of products and services offered (Magic),  c) The utilization of assets and capabilities (Means),  d) The methods employed to generate revenues (Money),  e) The strategies for leveraging the environment (Momentum), f) The underlying reasons for pursuing these actions (Meaning). This can describe an organization's current strategy, intended strategy for the future, and realized strategy based on implementation. None of this directly relates to a plan. A plan details the steps, resources, and timeline needed to achieve specific goals. While a plan may be developed to implement a strategy, it's not the strategy itself. Goals stem from the logic of the strategy and guide planned actions. It's crucial because many organizations claim to have a strategy but lack the overarching logic behind value creation. They may have plans and goals but lack the derived strategy. Now, the key question is: Does your organization truly have a strategy, or is it merely operating on plans? __ Repost so your network can learn the differences too! Follow Igor Buinevici for more useful insights. Do not forget to follow Jeroen Kraaijenbrink!

Strategy and plan are not the same terms: Strategy is a logic, and planning is a process. Many people confuse these terms - Jeroen Kraaijenbrink has a great explanation of the differences. The confusion around the concept of strategy largely arises from its misuse. People often use the term "strategy" to describe something special, like "strategic marketing" or "strategic finance." They also use it casually in everyday conversations to talk about their plans to achieve goals, such as "my strategy to get better grades is to study 10% more every day." However, in business or organizations, strategy means something specific. If every plan, approach, or process could be called a strategy, it would lead to confusion. Here's the key difference: → Strategy is the logic behind how an organization creates and captures value, while planning is the process. To put it differently: → Strategy defines goals, while planning helps achieve them. A strategy delineates the rationale behind an organization's value creation and capture process. In Jeroen's book, "The One-Hour Strategy," it is described that strategy encompasses: a) The identification of target customers and competitors (Market),  b) The selection of products and services offered (Magic),  c) The utilization of assets and capabilities (Means),  d) The methods employed to generate revenues (Money),  e) The strategies for leveraging the environment (Momentum), f) The underlying reasons for pursuing these actions (Meaning). This can describe an organization's current strategy, intended strategy for the future, and realized strategy based on implementation. None of this directly relates to a plan. A plan details the steps, resources, and timeline needed to achieve specific goals. While a plan may be developed to implement a strategy, it's not the strategy itself. Goals stem from the logic of the strategy and guide planned actions. It's crucial because many organizations claim to have a strategy but lack the overarching logic behind value creation. They may have plans and goals but lack the derived strategy. Now, the key question is: Does your organization truly have a strategy, or is it merely operating on plans? __ Repost so your network can learn the differences too! Follow Igor Buinevici for more useful insights. Do not forget to follow Jeroen Kraaijenbrink!

Strategy and plan are not the same terms: Strategy is a logic, and planning is a process. Many people confuse these terms - Jeroen Kraaijenbrink has a great explanation of the differences. The confusion around the concept of strategy largely arises from its misuse. People often use the term "strategy" to describe something special, like "strategic marketing" or "strategic finance." They also use it casually in everyday conversations to talk about their plans to achieve goals, such as "my strategy to get better grades is to study 10% more every day." However, in business or organizations, strategy means something specific. If every plan, approach, or process could be called a strategy, it would lead to confusion. Here's the key difference: → Strategy is the logic behind how an organization creates and captures value, while planning is the process. To put it differently: → Strategy defines goals, while planning helps achieve them. A strategy delineates the rationale behind an organization's value creation and capture process. In Jeroen's book, "The One-Hour Strategy," it is described that strategy encompasses: a) The identification of target customers and competitors (Market),  b) The selection of products and services offered (Magic),  c) The utilization of assets and capabilities (Means),  d) The methods employed to generate revenues (Money),  e) The strategies for leveraging the environment (Momentum), f) The underlying reasons for pursuing these actions (Meaning). This can describe an organization's current strategy, intended strategy for the future, and realized strategy based on implementation. None of this directly relates to a plan. A plan details the steps, resources, and timeline needed to achieve specific goals. While a plan may be developed to implement a strategy, it's not the strategy itself. Goals stem from the logic of the strategy and guide planned actions. It's crucial because many organizations claim to have a strategy but lack the overarching logic behind value creation. They may have plans and goals but lack the derived strategy. Now, the key question is: Does your organization truly have a strategy, or is it merely operating on plans? __ Repost so your network can learn the differences too! Follow Igor Buinevici for more useful insights. Do not forget to follow Jeroen Kraaijenbrink!

Strategy and plan are not the same terms: Strategy is a logic, and planning is a process. Many people confuse these terms - Jeroen Kraaijenbrink has a great explanation of the differences. The confusion around the concept of strategy largely arises from its misuse. People often use the term "strategy" to describe something special, like "strategic marketing" or "strategic finance." They also use it casually in everyday conversations to talk about their plans to achieve goals, such as "my strategy to get better grades is to study 10% more every day." However, in business or organizations, strategy means something specific. If every plan, approach, or process could be called a strategy, it would lead to confusion. Here's the key difference: → Strategy is the logic behind how an organization creates and captures value, while planning is the process. To put it differently: → Strategy defines goals, while planning helps achieve them. A strategy delineates the rationale behind an organization's value creation and capture process. In Jeroen's book, "The One-Hour Strategy," it is described that strategy encompasses: a) The identification of target customers and competitors (Market),  b) The selection of products and services offered (Magic),  c) The utilization of assets and capabilities (Means),  d) The methods employed to generate revenues (Money),  e) The strategies for leveraging the environment (Momentum), f) The underlying reasons for pursuing these actions (Meaning). This can describe an organization's current strategy, intended strategy for the future, and realized strategy based on implementation. None of this directly relates to a plan. A plan details the steps, resources, and timeline needed to achieve specific goals. While a plan may be developed to implement a strategy, it's not the strategy itself. Goals stem from the logic of the strategy and guide planned actions. It's crucial because many organizations claim to have a strategy but lack the overarching logic behind value creation. They may have plans and goals but lack the derived strategy. Now, the key question is: Does your organization truly have a strategy, or is it merely operating on plans? __ Repost so your network can learn the differences too! Follow Igor Buinevici for more useful insights. Do not forget to follow Jeroen Kraaijenbrink!