Strategy is not the consequence of planning, but the opposite: its starting point.
Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.
Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving.
Strategy is a pattern in a stream of decisions
The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
Most of the time, strategies should not be formulating strategy at all; they should be getting on with implementing strategies they already have.
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