Unveiling Strategy 

From the minds of ancient generals to the boardrooms and political arenas of today, strategy has been the key element in attaining power, success and longevity. Yet, despite having access to rich historical data and well-documented accounts of great strategists throughout the ages, many misunderstand what strategy truly is and what it entails.

We have all heard worn, oversimplified definitions such as:

• Strategy is a long-term plan.
• Strategy is competition
• Strategy is doing the right thing at the right time.
• Strategy is winning.

If any of these statements reflect your understanding of strategy, you are not alone — many people, including so-called professionals, get it wrong. So, fear not. In this article, we will define the true significance of strategy and, by contrast, detail what it is not.

So, What is Strategy?

In its simplest form:

Strategy is a deliberate process of making informed, integrative choices and coordinating actions to drive progress toward a clearly defined, desirable outcome.

Let us take a moment to explore this statement:

1. Deliberate Process

A strategy is never accidental. It’s a deliberate, organised process where every choice, action, adjustment, and even complete modification is carefully thought out and directed toward a specific outcome. Strategy demands foresight and astute consideration to ensure that every element is aligned, effective and, most importantly, intentional.

2. Informed, Integrative Choices

The foundation of strategy lies in what we pursue and disregard. Choices present themselves through asking valid questions and making sound judgements. The questions we ask should entice us towards uncovering critical facts, while judgements are the conclusions drawn from thorough analysis and pragmatic theorisation. This process leads to a range of informed choices, and from these, we select the options with the highest probability of success, integrating them to create cohesion and ensure alignment with our core values.

Remember: Choices we do not take are just as critical as the ones we follow.

3. Coordinated Actions

A strategy without action is not a strategy but merely an unmerited intention. As important, actions without coordination are a recipe for disaster.

For a strategy to be effective and reach maximum potential, it must be A) executed with precision and B) coordinated with skill.

All tactical efforts from teams and departments throughout the organisation, and in some cases external collaborators, must be made harmonious then driven towards a collective purpose; otherwise, we risk chaos in place of progress.

4. Progress toward a clearly defined, desirable outcome

Strategy, by its nature, is progressive and outcome-driven. There is no room for stagnation; otherwise, it will fast become dead in the water. A key part of an effective strategy is balance. It should be anchored in its principles and pursuits while remaining agile in the methods used to attain favourable positions and sustain them beyond. To ensure the right intention behind every action, everyone must have a definitive understanding of the desired outcome from the get-go; there are no exceptions.

Debunking Common Misconceptions

With a clear understanding and some insights into what it entails, let’s now address the common misconceptions surrounding strategy.

Misconception 1: Strategy is a long-term plan

The most common misconception of strategy is that it’s simply a long-term plan. A plan, by characterisation, is a sequential, step-by-step set of intentions that, if nothing hinders it, will go on to achieve a goal. In reality, a plan is a rigid time bomb set to blow up in your face the moment it encounters an obstacle or a reaction from another player; this is also sometimes true even before implementation due to the time-sensitive nature of data.

On the other hand, strategy knows no constraints of rigidity and is not as easily immobilised by competitive engagement. Its adaptive nature allows it to pivot, evolve and re-modify either with or preemptively to the constantly changing world.

In essence, a strategy is a living, breathing, learning organism continuously adjusting to new information and circumstances. A plan is just a plan and will never be more.

Misconception 2: Strategy is competition

There are countless so-called “gurus” out there who have you believe that strategy is solely about competition, but this idea is fundamentally incorrect. To suggest this is to overlook the various levels of strategy, the complicated dynamics of partnerships and collaborations, customer-centricity, and essential support systems.

While there is a hint of truth that competition is a central theme in strategy, this perspective is primarily relevant to business-level strategy. Even so, while competition is a significant element of a business strategy, it should be viewed alongside collaboration, innovation, and customer engagement as integral components that shape overall strategic direction.

Misconception 3: Strategy is doing the right thing at the right time

This definition falls short on multiple fronts and showcases ignorance and lack of understanding concerning strategy’s complicated nature. The word “doing” implies action, which, although a vital component in overall strategy, is primarily concerned with the tactical stage and, as such, disregards the totality of critical and complex concerns. Additionally, it is an oversimplified indefinite statement that fails to communicate the art form and finesse needed to formulate and execute in a high-stakes, belligerent world.

Most crucially, it is a reactive stance that, in practical application, will fail to acquire the momentum needed for progression and innovation and will quickly make you irrelevant as you sit there and hope the right moment will fall in your lap — a moment that may never come, by the way.

Yes, strategy is about exploiting crucial moments when opportunities present themselves. However, more often than not, an effective strategy involves forging a preferable reality by altering outcomes and competitive efforts to tip the balance in your favour. When executed successfully, this proactive approach allows you to identify a window of opportunity before it fully emerges and align your tactics accordingly, maximising your chances of attaining a favourable position and advancing toward your desired outcome.

Misconception 4: Strategy is winning

Strategy is winning happens to be a favourite misconception. It is so simple, direct, and wishy-washy that even a fool could grasp it. Who would have thought that all we need to be great strategists is to win?

Let’s run through a scenario: You’ve been unmatched for the past three years in your respective field, and on the 12th of never mind, at approximately the witching hour, you attain your desired outcome. Now what? You’ve won, right? The game is over.

The problem with this conception, aside from its total lack of creativity, is that it suggests a finality. However, there is no ending to strategy as long as you are a player in the game. And, contradictory as it may sound, a newly attained win is often your most vulnerable position.

Strategy is not about winning; it is about longevity. You win to strengthen a position. Then, you maximise and sustain that position to carry on the game.

If you adhere to the notion that strategy is solely about winning, your endeavours and victories will yield a series of meaningless and short-lived results. Without contingency for the ground gained, you may find that, as often as you win, you will also lose, leading to stagnation and possibly complacency, and then it becomes game over.

The Pitfalls of Thinking Strategy Is Easy

Although strategy, when summarised in its simplest form, may seem straightforward — come up with a desired outcome, make choices, coordinate action, and drive progress toward that outcome — don’t underestimate the complexity of its process and nature. A truly effective strategy demands skill, attention to detail, and an acute awareness of its multidimensional requirements, all culminating in careful alignment.

This complexity only deepens when rival players enter the fray. Foresight, innovation, schemes and manoeuvres, trade-offs and payoffs will follow, along with additional regards that come with this complex world we navigate.

We tell you this not to dissuade you from strategy; on the contrary, I wish to inform you that rivals well-versed in the game will make your endeavours exceedingly difficult if you are not pragmatic.

Conclusion

The essence of strategy transcends the oversimplified explanations common in the world today. It is not merely a long-term plan, competition, or singular focus. Instead, strategy is a deliberate, well-crafted process that demands informed decision-making, coordinated actions, and an unwavering commitment to adaptation.

By identifying the complex nature of strategy, organisations and individuals can navigate challenges more effectively and capitalise on opportunities with intent.