Essays /

Can You Say What Your Strategy Essay

Essay preview

HBR Case Review: Can You Say What Your Strategy Is?
David J. Collins & Michael G. Rukstad
* Executives cannot articulate the objective, scope and advantage of their business in a simple (35 word) statement.

Supported By:
* Leaders assume that strategic planning process will be communicated succinctly and ensures success.

Proposed Solution:
* Leaders must draft a simple, clear, succinct strategy statement that everyone can internalize and use as a guiding light for making difficult choices.

Arguments For:
* Well-understood statement of strategy aligns behavior with the business. * It allows everyone in the organization to make individual choices that reinforce one another. * You know what you’re trying to create

* The essence of the strategy can be communicated to and internalized by everyone in the organization.

Michael Porter
* Suggests the essence of strategic choices is different than the relentless pursuit of operational efficiency. (HBR November – December 1996).

Elements & Structure of a Strategy Statement:

Read more


1996 3 35 achiev activ activity-system advantag aka align allow alon also altern analyz anoth appli argument articul aspect aspir assess assum begin behav behavior belong benefit beyond bound boundari busi buy cannot capabl care case chang character chart choic choos clear client collin combin communic compani company/leaders compet competit competitor complex compon concentr conclus connect consist context contribut could creat creativ critic current custom daili david decemb defin definit deliv demograph descript design develop differ difficult dimens distinct distinguish doesn domain draft easili economi effici eg element employe encompass end ensur essenc ethic evalu everyon execut explain extern fashion find firm first fit frame futur g geograph get given go good govern growth/size guid hbr help hour identifi idiosyncrat ie incis includ individu industri institut integr intern involv issu j know landscap leader level light limit locat long lower make manag map match measur meet michael might misinterpret mission motiv must need novemb object off offer often one oper organ overal part perform place plan porter predict price process product profit project propos proposit provid psychograph pursuit re reach reinforc relentless resourc retail return review right rigor rival rukstad save say scale scope segment serv servic simpl societi solut specif spell spend spot statement strateg strategi structur success succinct suggest support sweet system target thing time trade trade-off tri turn two under understand understood uniqu use valu ventur vertic vs way well well-understood will word