What is Strategy?
Imagine you’re opening a two-day strategic planning retreat and you pose the question, “What is strategy?”
You’ll hear answers as diverse as your participants. Some will liken it to a game of chess, anticipating the precision and sequencing of moves needed to win. Others might describe it as a roadmap to get from here, where we are now, to an aspiration there. And still, others might see strategy as the very definition of that future state we aim to create. We have seen this more than once.
The truth is that each of these insights captures part of the picture – which is precisely why strategy has become a nebulous concept. It’s dynamic by nature, shape-shifting to fit different environments and the unique challenges it seeks to address. So let’s examine it from a variety of angles and consider why, among all the confusion, strategy is still worth our attention.
So, just what is strategy?
The word “strategy” has dark roots with its origins in the world of warfare. Derived from the Greek word, “strategia”, the concept is a blend of two key components “stratos” – meaning “army” and “agein” – meaning “to lead or guide”. Essentially, “strategia” encompassed the art of directing armies and devising plans for military campaigns. Like I said, dark roots.
However, the term continues to be reclaimed and repurposed in a variety of contexts – ranging from business to politics to community organizing, where its meaning has evolved to serve new, and, in my opinion, better purposes. As we look at some key voices offering insight into strategy in the current moment, it’s important to retain a connection to its origins and challenge it where necessary, particularly when considering who should be guiding us, and where we want to go.
Strategy as choice
Roger Martin, one of the world’s leading voices on strategy, asserts that “strategy is fundamentally about making choices''. He argues that instead of being a “long planning document; strategy is a set of interrelated and powerful choices” that position an organization to ‘win’ (we translate ‘win’ to ‘have the most impact’). In our work on social and environmental change, choice is critical. We work in problem spaces that include climate change, housing crises, a lack of gender equality, systemic racism and more. In all of these areas, demands and needs are endless – while resources are finite and constrained.
Consequently, the choices we make – ranging from what to prioritize to where to allocate resources – matter. This is paramount in our work, with our process designed to support organizations to make these choices in ways that amplify their impact within the constraints of the resources available to them.
Strategy as organizing
In our view, these choices need to be informed by multiple perspectives. The wisdom and teachings of social activist and writer, Grace Lee Boggs, illustrate the role of connectivity, community engagement, and collective action that should steer any effort for social change. Boggs introduced the idea of “strategy as organizing”, emphasizing the essential participation of community members in crafting solutions to issues that directly affect their lives.
In our work, the idea that strategy shouldn’t be developed by a select few is a non-negotiable. We believe it should encompass a dynamic approach that actively engages those most impacted by the issues at hand.
Strategy as emergence
Building on these understandings, adrienne marie brown takes us further by introducing the idea of “strategy as emergence”, drawing a parallel between strategy and the unfolding of patterns, solutions, and actions that emerge organically from within communities. What resonates from brown’s work is the idea that we can’t force a direction, instead, we need to be listening to the system, seeing what’s already underway, and consider how we might support a trajectory that’s naturally unfolding.
Recognizing issues are interconnected, interdependent, and evolving, we draw from brown’s emergent approach to integrate insights from the broader ecosystem, mapping the web of relationships and interactions that exist within our problem spaces, leaving room for emergence, and developing strategies that are responsive to unfolding dynamics.
So let’s circle back to the big question: what is strategy?
Strategy is not a one-size-fits-all concept. It mirrors the dynamic nature of the voices engaged in its discussion. Embracing this can pose challenges, but it also presents a remarkable opportunity – a chance to tap into a wealth of diverse perspectives that continue to unfold over time.
In our realm of social impact consulting, we value the wisdom shared by these voices, by our clients, and by those we engage with in the wider community. They all contribute to shaping the questions that guide our approach to strategy, including:
What choices drive impact? What critical choices need to be made for your organization as it relates to direction, focus, or new avenues that you want to explore?
Who holds the wisdom to choose? Who are the individuals or communities best placed to inform these choices? Who holds the wisdom to navigate the terrain ahead?
Where are the intersections and overlaps? How do the choices you make intersect with other issues and areas of concern? What other changes are active in the system that your strategy can make use of ?
What small steps will unlock big progress? What incremental actions can unlock progress over time and pave the way for lasting change?
Ultimately, strategy matters because we can’t do everything.
In a world with urgent challenges and endless demands, strategy compels us to make tough choices, directing our attention and resources toward areas where we can have an outsized impact. If done in a way that invites the right voices to shape those decisions, and considers intersecting issues, strategy can align teams and movements for greater impact. By identifying actions we can take to turn those choices into tangible action, strategy can act as a compass to move through ever-changing terrain.
So, what would you add, what is strategy to you?
