Strategy is not a curveball. It’s not hard to hit. It’s a fastball. Strategy should come in straight, have a predictable trajectory and as long as you can put the bat out there and swing level, you make contact.
Here’s where things can go wrong.
- 1. If the strategy, as an organizing principle, is not straight forward. If it’s malleable enough for the person who sets it to approve work product that isn’t over the plate. Strategy is not subjective. Setting curveball strategy is mismanagement. Strategy can change, mind you, but not on the fly.
- 2. If the strategy is straight forward, well-explained and outlined, but not adhered to by team members, it’s a fail. Strategy used as a guide, or directionally – open to personal interpretation — is useless. Carrying out the metaphor, the pitch is a fastball, but the hitter is just mad swinging all over the place.
The “s” word (strategy) is as over-used and misused as the “b” word (brand). But it is the most fundamental word in business. Peace.