Organizations need to be clear in what territories, industries and segments are their playing field, and what kind of value they want to deliver. Once that purpose is clear, they can align all their resources to fulfill it.
What kind of people work with us and how do we structure their interactions? What kind of processes and what kind of capabilities do we need to increase? It depends on our purpose. What we measure and how we compensate our people’s efforts depends on our purpose.
Strategy, simply put, is nothing more than the bridge between purpose and operation, to ensure that all variables are aligned.
The most complex part of strategizing is not to conceive a strategy, but to make sure everything is aligned. When variables aren’t aligned with the purpose, there are four typical symptoms that organizations and leaders find:
From a pragmatic point of view, a strategy is nothing more than an intelligent way to obtain and align resources to fulfill your purpose and avoid distractions.