There are many occasions where a technical term is introduced and it is important to get a clear definition of the meaning. But in some cases, it is better to recognise that the battle is unwinnable- the term is already in such widespread and varied use that it is futile to try to unify opinion.
“Strategy” is perhaps the best example of a term that is widely used and yet eludes consensus regarding precise definition. Most people have an intuitive sense of what it does and does not include, yet these intuitive senses are quite diverse.
I have observed many arguments starting from “Strategy is” followed by an asserted definition. As discussed in Strategy is a term that is familiar but elusive and also different cultural expectations, it is clear that “strategy” is hard to pin down. Some of the common “Strategy is …” assertions are listed below. Each has some elements of truth but I suggest (mainly in the links) that they are each at least partly false:
| Common assertion | Challenge |
|---|---|
| Strategy is about the future | Strategic thinking considers what is important. A good understanding and positioning about now might be as important. Although many of the out-workings of a strategy will be in the future, some maybe immediate. See Decoupling strategy and timing |
| Strategy is not the same as planning | Strategy and planning must inter-twine at some point. A strategy cannot meaningfully receive informed consent without reference to a credible plan to execute it. See Re-coupling strategy and planning |
| Strategy is singular – an organisation can only have one strategy | While philosophically appealing, the practicality is that most large organisations feel the need for multiple strategies. We might argue these are just “sub-strategies”, but to the people involved, this is not a helpful approach. It may be more helpful to recognise organisations within organisations – if they have an identity, they can have a strategy. See A corporation can have more than one strategy |
“Strategy” is a classic example of the benefit of looking to distinctions before labels. Identify the concept first, then find a label for it, rather than grabbing a label and trying to get everyone to understand the same thing by it. In the case of the term “strategy” the ship of a single unified understanding sailed a long time ago.
I am aware of the irony of the exhortation to be wary of any sentence starting “Strategy is …” considering the title of the page Strategy is a term that is familiar and yet elusive, but that page is seeking to explore differences rather than promote a narrow definition.