“Strategery“

De-bunking the term

“Strategery”

Who doesn’t love Will Ferrell? Many of you perhaps, but I think he is a comic genius. His characters are always a decade behind in age. From OldSchool to StepBrothers, to Talledega Nights, he plays characters that are just slightly off in the way they interact with the world. His portrayal of George W. Bush on Saturday Night Live was iconic, capturing W’s missteps. “Strategery” being one of them.

As part of my education while serving in the Navy, I had the honor of being able to attend the Naval War College in Newport, Island. It’s an iconic institution housed on some of the best real-estate in the United States. Established in the late 1800’s, over the years, it has been the home of some our country’s well known strategic thinkers working on some of the most challenging of strategic issues. From Alfred Thayer Mahan to the work in the inter-war years on War Plan Orange, the “College” has been on the cusp.

Luce Hall, US Naval War College, Newport Rhode Island

As part of my year’s studies at NWC, I was selected to join a 15 student cohort in the Advanced Strategy Program. The program ran along the course of the academic year. It was comprised of the three core courses and a set of three deep dive seminars on strategy. From statecraft, to international relations, to political economy, we spent hours outside the classroom chipping away at dense readings from Machiavelli to Mancur Olson and hours inside the classroom in Socratic seminars teasing out the salient points (no where to hide with 15 students :)). Graduation from the program required a 50-75 page monograph on a strategic issue. It was a grind, but I loved it and it has shaped my thinking to this day.

Multiple Definitions and Applications

Any discussion regarding strategy requires some framing. Regardless of whether we are talking corporate strategy, military strategy, grand strategy or the countless documents we strap the word “strategy” or the adjective “strategic” to, the gist is the same. Strategy is about understanding where we want to go, the means available to get there, and the value-based ways we organize those means to achieve an outcome. Strategy is iterrative. We create it, enact it, we modify it. And strategy is “other”focused. When we put the strategy in run, it interacts with the “market” and has an impact on our organization.

While I am educated as a military strategist, I’m convinced that these broad concepts are universal. I am further convinced that the word has baggage. It is made unnecessarily complicated and something the a group of “someones” do at the highest levels of the organization.

As a rising leader it’s important to develop acumen in strategic thinking. In the first case, rising leaders have demonstrated expertise in the narrow fields. They have shown the ability to manage and lead across cross functional teams with shared resources and synchronize outcomes. Yet, at the higher levels of leadership, being able to see the whole field and understand how to craft a broad way ahead.

I am going to introduce a couple of books from the business world that I feel do a great job of confirming my assertions above. Richard Rumelt's books "Good Strategy - Bad Strategy" and "The Crux" provide a deep understanding of strategy making and offer valuable insights into the components of effective strategies.

Rumelt’s Work

In Good Strategy - Bad Strategy, Rumelt emphasizes the importance of distinguishing between good and bad strategies. He argues that many so-called strategies are actually just a collection of goals or aspirations, lacking a coherent plan of action. Rummelt defines good strategy as consisting of three essential elements: a diagnosis of the current situation, a guiding policy, and a set of coherent actions. A diagnosis involves understanding the key challenges and opportunities that an organization faces. A guiding policy outlines the approach to address those challenges and capitalize on opportunities. Coherent actions are specific steps and initiatives that align with the guiding policy.

Rumelt emphasizes the significance of a powerful kernel in a good strategy. A kernel is the core idea or insight that serves as the foundation for the entire strategy. It provides a clear direction and focus, guiding the organization's decisions and actions. Rumelt argues that a strong kernel is essential for effective strategy making, as it helps to differentiate between good and bad strategies.

The Crux expands on the concept of a kernel and delves deeper into the process of strategy making. Rumelt highlights the importance of identifying the crux, which is the central obstacle or problem that must be overcome to achieve success. He emphasizes the need for a clear understanding of the crux, as it allows organizations to focus their efforts and allocate resources effectively.

Rumelt describes three key steps in the process of strategy making. The first step is identifying the crux, which involves diagnosing the critical issue that stands in the way of success. This requires a deep understanding of the internal and external factors that affect the organization. The second step is developing a guiding policy, which outlines the approach to address the crux. This policy should be based on a realistic assessment of the organization's capabilities and resources. The third step is implementing coherent actions that align with the guiding policy. These actions should be specific, measurable, and directly contribute to overcoming the crux.

Throughout both books, Rumelt emphasizes the importance of a clear and realistic assessment of the current situation. He argues that good strategy is grounded in a thorough understanding of the organization's strengths, weaknesses, opportunities, and threats. Rummelt encourages strategic thinking that goes beyond generic templates and frameworks, urging leaders to delve into the unique complexities and dynamics of their specific situations.

Insights

These books provide valuable insights for rising executive leaders in the C-Suite. Here are five key takeaways from these works that can help leaders be more effective in their roles. You may notice a few consistencies with leader behaviors in previous issues of Modulated.

1. Develop a Clear and Coherent Strategy:

A good strategy involves identifying and leveraging a unique advantage that sets your organization apart from competitors. It requires a deep understanding of the business environment, a clear vision of where you want to go, and a coherent plan to get there. Rising executive leaders should focus on developing a strategy that aligns with the organization's strengths and addresses critical challenges. By communicating this strategy effectively throughout the organization, leaders can ensure everyone is working towards a common goal.

How it helps: By having a clear and coherent strategy, rising executive leaders can guide their teams more effectively and make informed decisions aligned with the organization's long-term vision. This approach enhances their credibility and helps them gain the trust of stakeholders in the C-Suite.

2. Embrace the Power of Focus:

To be successful, leaders must understand the importance of focus and prioritize the allocation of resources accordingly. This means saying no to distractions and diverting resources towards initiatives that align with the chosen strategy. By avoiding the temptation to pursue multiple objectives simultaneously, rising executive leaders can ensure that the organization's efforts are concentrated, resulting in better outcomes.

How it helps: In the C-Suite, executive leaders are often bombarded with various opportunities and demands. By embracing the power of focus, rising leaders can make better decisions, allocate resources more efficiently, and drive the organization towards its strategic goals.

3. Diagnose and Address the Real Challenges:

Effective leaders have the ability to diagnose the root causes of problems and focus on addressing them directly. They avoid oversimplifying complex issues and instead delve into the underlying dynamics that shape the organization's performance. By identifying and tackling these critical challenges head-on, rising executive leaders can make a significant impact on the organization's success.

How it helps: In the C-Suite, leaders are responsible for making important decisions that drive the organization forward. By accurately diagnosing problems and focusing on the root causes, rising leaders can make smarter decisions, implement effective solutions, and drive positive change.

4. Build a Culture of Continuous Learning:

Successful leaders foster a culture of continuous learning within their organizations. They encourage open dialogue, embrace diverse perspectives, and promote experimentation. By creating an environment where employees feel safe to take risks and learn from failures, rising executive leaders can drive innovation and adapt to a rapidly changing business landscape.

How it helps: In the C-Suite, executive leaders must navigate uncertainty and adapt to new challenges. By building a culture of continuous learning, rising leaders can foster a more agile organization, where employees are encouraged to think creatively, adapt to change, and drive innovation.

5. Engage and Empower Employees:

Leadership is not just about giving orders; it is about engaging and empowering employees to contribute their best. Rising executive leaders should invest time in building strong relationships with their teams, listen actively, and provide clear direction and support. By empowering employees to take ownership of their work and providing them with opportunities for growth, leaders can unleash their potential and drive organizational success.

How it helps: In the C-Suite, executive leaders must inspire and motivate employees at all levels. By engaging and empowering employees, rising leaders can build a high-performing team, foster a positive work culture, and ultimately achieve better results for the organization.

Conclusion

I love strategy. I was good at the tactical level. Damn good at the operational level. But I excelled in the strategy realm. Everyone of my Clifton Strengths point to success as a strategist. From intellect, to learner, to activator; I’m geared to go from 30,000 ft to the treetops and turn knowledge to action. While you may not be geared to think and act at this level, you can develop these skills.

Strategy doesn’t have to be hard, but it is complicated. You have to know a little bit about a lot of things. You have to be able to distill all that into something that is actionable, focused, and simple. Frameworks like those offered by Rumelt above help, yet strategy development isn’t done from a checklist.

===========================================================================

I’m doing exciting things getting my Coaching practice off the ground and ready to take you on as my next client.

I use a self-awareness based approach to establish a firm foundation for development work that will help take you, your team, and your organization to the next level. Whether you are a seasoned executive leader looking to sharpen your acumen, or a proven performer with high potential looking to advance, I can create a program that meets your needs.

The Modulated Community is full of curious and committed people that bring trust and honesty to the table. Follow the blog, join the community, DM me on LinkedIn to learn more.