I share a excellent video by Roger Martin that me will allow Illustrate the point with a concrete case:
The confusion between traditional strategic planning andstrategy.
Strategic planning:
- List of initiatives, with deadlines, indicators, budget, generated by different areas.
- Not always coherent with each other, they often do not respond to an integrated strategy.
- Oriented to the control and application of resources (it is essential that they be measurable)
- Control of the execution of the initiatives is in our hands (we do it well or not).
Strategy:
- Coherent, actionable theory of how we will win (customers choose us) on a playing field chosen by us.
- We aim to achieve a competitive result (it does not depend only on us but on the game between all the actors)
- Answer where we will play, why, how will we be better for the customer? [The basis of the strategy is the choice of the differential activities that will generate and allow value to be captured]
- Strategy anxiety: the theory implies uncertainty, there is no feeling of control or security of winning. It happens if our hypotheses are correct.
- Flexibility: it is essential to have the ability to iterate or adjust the strategy with new information.
