I came across a great article by Richard Rumelt, Professor of Business and Society at the UCLA Anderson School of Management titled: “The Perils of Bad Strategy”. It’s a great read that discusses the impact of bad strategy and how, unfortunately, many organizations (and their leaders) believe that they have a strategy when they really don’t.
Horatio Nelson had a problem. The British admiral’s fleet was outnumbered at Trafalgar by an armada of French and Spanish ships that Napoleon had ordered to disrupt Britain’s commerce and prepare for a cross-channel invasion. The prevailing tactics in 1805 were for the two opposing fleets to stay in line, firing broadsides at each other. But Nelson had a strategic insight into how to deal with being outnumbered. He broke the British fleet into two columns and drove them at the Franco-Spanish fleet, hitting its line perpendicularly. The lead British ships took a great risk, but Nelson judged that the less-trained Franco-Spanish gunners would not be able to compensate for the heavy swell that day and that the enemy fleet, with its coherence lost, would be no match for the more experienced British captains and gunners in the ensuing melee. He was proved right: the French and Spanish lost 22 ships, two-thirds of their fleet. The British lost none.
Nelson’s victory is a classic example of good strategy, which almost always looks this simple and obvious in retrospect. It does not pop out of some strategic-management tool, matrix, triangle, or fill-in-the-blanks scheme. Instead, a talented leader has identified the one or two critical issues in a situation—the pivot points that can multiply the effectiveness of effort—and then focused and concentrated action and resources on them. A good strategy does more than urge us forward toward a goal or vision; it honestly acknowledges the challenges we face and provides an approach to overcoming them.
Below are some key take points (summarized) and below you will find a link to download the complete article including where he talks about the Kernel of Good Strategy.
The Hallmarks of Bad Strategy
Failure to face the problem
A strategy is a way through a difficulty, an approach to overcoming an obstacle, a response to a challenge. If the challenge is not defined, it is difficult or impossible to assess the quality of the strategy. And, if you cannot assess that, you cannot reject a bad strategy or improve a good one.
Mistaking goals for strategy
Leaders often make the mistake of confusing goals with a strategy. Strategic planning is much more holistic and encompasses, as part of its plan, goals that need to achieved. Telling your company that you are going to improve sales and profits without providing a competitive advantage that can be leveraged is nothing more than a pipe dream. Make sure you understand the difference.
Bad strategic objectives
Another sign of bad strategy is fuzzy strategic objectives. One form this problem can take is a scrambled mess of things to accomplish—a dog’s dinner of goals. A long list of things to do, often mislabeled as strategies or objectives, is not a strategy. It is just a list of things to do.
A final hallmark of mediocrity and bad strategy is superficial abstraction—a flurry of fluff—designed to mask the absence of thought. Fluff is a restatement of the obvious, combined with a generous sprinkling of buzzwords that masquerade as expertise.
To download the complete article, click Bad Strategy.
One thought on “The Art (behind) Strategy…”
I think you are dead on about Strategy. I also like this HBR case on strategy: http://www.pathmos1762.nl/wp-content/uploads/2010/10/CanYouSayWhatYourStrategyIs.pdf