STRATEGY and STRATEGIC THINKING

Roger Martin in the Harvard Business Review ( July/August 2010)  provides some interesting insights on strategy formulation and execution. His proposition is that approaches that try to make strategy distinct from execution execution are flawed.

The article describes a metaphor where the brain is the "chooser" and the body is the "doer" . In this sense the executive at the top dictates strategy and expects everyone else to mechanically carry it out.

A better  "white water" metaphor is mentioned to bring strategy and execution closer. In this view choices cascade from the top to the bottom. In a company those in charge make broader upstream choices and people downstream are empowered to make choices that best fit the situation in hand. They also provide feedback upstream to inform better choices in a sort of virtuous strategy cycle

The article goes on to consider a cascade of better choices:

1. Explain the choice that has been made and the rationale for it

If people understand the rationale and assumptions used for a strategy and it is made explicit then they are  more likely to feel empowered and involved

2. Explicitly identify the next downstream choice

If the next choice is articulated and there is engagement in downstream discussion the process will feel like a joint venture

3. Assist in making the downstream choice as needed

The help required will vary from scenario to scenario but a genuine offer of help should be part of the process

4.Commit to revisiting and modifying the choice based on downstream feedback

There should be an open process for reconsideration and review of strategy informed by the results and outcomes that develop from execution