Making Strategy

Greg helps clients “make strategy.” Strategy involves synthesis as well as analysis. Thus, leading strategists consider strategy as a “design” (rather than a choice) that solves important organizational (strategic) problems. A diagnosis is the starting point. The making of strategy involves the configuration of resources and purposeful coordinated actions.

The making of strategy fundamentally an art, practiced by the members of the client organization. While templates and published strategic plans can be helpful, they are often goal setting and goal alignment tools. Greg can help you understand whether your biggest need is goal alignment, or whether you have other forces (rivalry, changes in circumstances, scenarios) that require good strategy.

Greg’s primary role is as a facilitator; he leverages the expert knowledge of the client’s own staff. He brings to the situation a few simple rules for strategy making, and facilitates the clients to make the strategy. With the facilitative approach, the client makes and feels ownership for the resulting strategy.

Greg recommends this general approach approach for the first part of strategy making:

  • Given the diagnosis of your strategic problem, where are your existing resources adequate?
  • Can you re-purpose, re-align, or remove resources?
  • Where can you obtain additional resources?
  • Are the existing metrics correct for the situation?

The making of strategy should be tightly integrated with the execution of strategy.  See the next page for more discussion of strategy execution.