Echoing some of the same themes as Simon Wardley’s approach, this post argues the need for strategies to be developed with an understanding of movement and direction, rather than position – and to forge strong connection between the long term question, ‘where do we want to be?’ and the short term question, ‘what are the key choices we face now which will determine whether we are on the trajectory to get there?’
John Hagel – Linkedin
Strategy is often seen as being about objectives and destinations. But there is no point in wanting to get across an ocean if you don’t have any means of getting there. Disruptive external change demands a response – but the nature of that response depends on where you start from and what means of transport are available, as much as it does on where you think you are trying to get to. Though the advice to set up a pirate camp within sight of the far shore depends on there being usefully positioned islands – and on being able to distinguish the Indies from America.
Catherine Howe – Curious?
The efficiency and effectiveness of government is often compared – usually unfavourably – to that of business. From time to time business leaders are brought into government to show how it’s done, usually to withdraw some time later without seeming to have had much impact. One reason for that is that leadership in government and in business make different demands – this post does a good (and non-judgemental) job of explaining some of the reasons why.
Jeff Bezos has a recipe for success. And since it is a recipe which has brought Amazon to a position of dominance, it is one to be taken seriously. His basic message is to avoid ever reaching day 2 – for him a company is either innovating or dying, and even if the death is long drawn out, the process is close to irreversible. Government organisations tend not to feel the same existential threat (which is not to say they are immune to it, or indeed necessarily less vulnerable to it than Amazon realistically is). But his basic principles – resist proxies, embrace external trends and high-velocity decision making – all seem very relevant.
Jeff Bezos – Amazon
Strategy can be an elusive concept, and it’s tempting to some to conclude that it doesn’t really exist. This post, written firmly from the perspective of a an agile product owner, takes a simple but quite useful approach of positioning strategy as the layer between the vision or mission, at a greater level of abstraction, and the plan and delivery, at a lower level of abstraction. Perhaps not surprisingly, there’s a strong resonance with some of Simon Wardley’s approach too.
Vince Law – Medium
Strategy is not the production of documents (still less the document produced). It is an evolving response to the situation an entity finds itself in. Delivery is not a strategy, or at least not unless it is based on a high level of situational awareness. Doing what everybody else is doing, or latching on to trends or buzzwords is also not a strategy, since it is necessarily not distinctive to the entity concerned. Simon Wardley has long challenged – or rather scorned – conventional approaches to business strategy development, this video is a good introduction to his way of thinking.