Chapter 21: Building the Strategic Choice
Chapter 21: Building the Strategic Choice
Video: Strategic Planning for Case Solutions: Build a Clear, Phased Strategy That Wins
Learning Objectives
By the end of this chapter, you should be able to:
- turn a selected alternative into a coherent strategic choice
- define the strategic objective
- identify where to play
- determine how to win
- connect strategic choices to capabilities
- distinguish strategy from tactics
Why This Matters
A recommendation is more than: "We should launch Product X." That is a decision. Strategy explains:
- Why this direction?
- Where will we compete?
- How will we win?
- What capabilities will we need?
- What actions will turn the strategy into reality?
Your existing material defines strategy as a plan of action designed to achieve a major goal and distinguishes strategy from the specific tactics used to execute it.
Discover Your Mad Skills Principle
A strategy is not a list of tactics. It is a coherent set of choices.
The Strategic Choice
A strong strategy should clarify: Why?
- What are we trying to accomplish?
- Where to Play?
- Which markets, segments, customers, or niches will we focus on?
- How to Win?
- What will create competitive advantage?
- What Must Be True?
- Which capabilities and resources are required?
- What Will We Do?
- What major initiatives will execute the strategy?
Strategy vs Tactics
Strategy
Tactics
- develop a dedicated sales team;
- redesign onboarding;
- introduce premium service packages:
- build institutional partnerships.
The tactics support the strategy. They are not the strategy themselves.
Coach's Lens
One of the most common problems in case competitions is a presentation full of tactics. The team has:
- launch campaign;
- redesign website;
- hire staff;
- create loyalty program;
- partner with influencers.
But what ties those actions together? A strategic choice does. Your strategy should serve as the logic that connects the initiatives.
Strategic Coherence Test
Ask:
- Does every major initiative support the strategic objective?
- Does the strategy fit the organisation's capabilities?
- Does it address the customer problem?
- Does it create economic value?
- Does it respond to the external environment?
- Does it give the organisation a reason to win?
If the answer is no, revisit the strategy.
Mad Skills Drill
Write your strategy in one sentence.
- Then complete: We will win by…
- Then: We will focus on…
- Then: We will not focus on…
That last question is important. Strategy involves choices.
Chapter Summary
A strong recommendation becomes strategy when it creates a coherent set of choices about:
- Where to play.
- How to win.
- What capabilities are required.
- What actions will execute the strategy.
Key Takeaways
✓ Strategy is more than tactics.
✓ Make choices about where to play.
✓ Define how you will win.
✓ Connect strategy to capabilities.
✓ Ensure initiatives support the strategic objective.
Looking Ahead
The strategy tells us where we are going. Now we need to determine how we get there. That is implementation.