Strategy: a series of maneuvers for obtaining a specific goal or result.
Devising strategy without connection to the larger why, is, well <checks notes> not particularly strategic.
It is how siloes are born and reinforced.
Strategy is meant to be flexible. In general, the “why” it anchors to is more stable. Developing a compelling and layered approach can be distilled into three overarching steps: the north star, strategic priorities, and action plans.
North Star: why does the business, organization, coalition, etc., exist?
Why you to do this work? What unique value does the business/organization offer, that makes this “why” so compelling? Is the "why" crisp and clear? Once complete, barring a major political, economic, societal, technological, legal, or environmental shift (PESTLE), the north star should hold steady for 7-10 years. This is not to say that it cannot go beyond that timeframe. However, it is advisable to gut check the assumptions behind the north star around that time.
Strategic Priorities: nailing down the “why”, next consider what.
What is reasonable, feasible, and sustainable to direct time, talent, and treasure towards? This is not a wish list. Rather, it is the result of diligent assessment, thoughtful dialogue, and decision making.
Reasonable: Is this market segment correct? Is this work for you to lead, partner, or support? Do you have legitimacy is this space?
Feasible: capacity, capabilities, and capital assessment. What are the opportunity costs? Do you have the right people to do this work well? What revenue streams are available/realistic?
Sustainable: how to thrive versus simply survive. What needs to stop/start/continue for the priority to be successful?
Ideally, 3 (maybe 4) strategic priorities are enough. Anymore and there is a risk to focus and the very real possibility of being a mile wide and an inch deep. Also keep in mind that these priorities need an appropriate amount of runway, particularly if it is brand new. If the north star provides vision for the next 7-10 years, strategic priorities are 2-3 years at least.*
The most successful priorities are complements to one another, not competitors. And what is a true priority is that which is resourced appropriately- not just with a realistic budget but with appropriate staffing, infrastructure, and leadership support (support= removing obstacles and barriers to the implementation of said priority).
Action Plans: how will the work be done, what will be measured, what will be accomplished by when, and by whom.
These plans operationalize the chosen strategic priorities- and there could be a few action plans per priority. Typically, these are annual plans with space to pivot as necessary, since absent a crystal ball, changes may be needed. They needn’t be dissertations; plans that embrace brevity and clarity will help keep internal and external stakeholders engaged and on track.
Drivers of Success
Avoiding Myopia
How? By paying attention to the two constants that feed this work: externalities and right person, right seat.
Externalities: what is the market telling you? What shifts are happening in the community, region, state, country, etc., that may necessitate doing the work differently- or not at all? (as referenced above, PESTLE)
Right people, right seats: Compelling written strategies won’t translate into practice without a critical assessment of the team needed to do the work well. Admittedly, this is not always an easy task.
The people needed during start up and growth may be very different than the people to take the business/organization to maturity (and the same can be said for the Board of Directors, if applicable). But the time and leadership to make hard decisions will allow the work- and staff- to flourish, not flounder.
The Board of Directors
Where is the Board during these conversations? Hopefully engaged and leading relevant components! Advice for this relationship: no surprises.
The Board is the ultimate fiduciary for the business/organization. Therefore, their leadership is essential for determining the north star. Depending on the health of the Board, some officers and/or directors may be a part of the discussions on determining strategic priorities. Action plans and execution remain the domain of the CEO and staff.
The roadmap then serves as the way in which to organize Board meetings and keep high level strategy front and center.
If working in a coalition/collaborative, the governance structure may be nascent, in a forming/storming/norming period, or in need of deep reform, depending on how far along the group is. Not unlike a Board, there will eventually be a need for an executive council/steering committee to decide on the overarching direction with transparent processes. Note that it may be worth embracing the principle of consent versus consensus.
*Embracing Failure
Embrace failure to ensure success? Yes. Despite research, attention, and resourcing, sometimes priorities fall flat. Instead of ignoring it, burying it, or worse--looking to affix blame, what can be learned?
Was the timing off?
Did a key partner back out?
Was the idea right but implementation proved more challenging?
Was the environment more complex than originally understood and resources were misaligned?
There is no glory in pushing work forward that is clearly draining staff, resources, and potentially jeopardizing the business/organization reputation. Reassess viability and determine if it is fixable, a not now, or time to call it.
No One Way
There is no one “right” way to go about developing the north star, deciding strategic priorities, and putting them into action. Depending on the sector, there are many tools, definitions, and terms (i.e., theories of change, logic models, RACIs/MOCHAs, KPIs, OKRs, etc.).
However, they each feed into one another.
A north star without strategic priorities? Platitudes. Strategic priorities without a north star? Rudderless. Action plans without realistic strategic priorities? Busy work.
At the end of the day, what will work best for the business/organization is that in which multiple viewpoints, voices, and realities are incorporated to go from envisioning to execution.