Good Strategy/Bad Strategy: The difference and why it matters

Carl Lang was attempting to deduce a strategy from strategy “frameworks” such as Porter’s “Five Forces” or Kim and Mauborgne’s “Blue Ocean Strategy Canvas.” But such frameworks are designed to call attention to what might be important in a situation. They do not, indeed cannot, guide one to specific actions. Others try to deduce strategies from des

Qualities of great strategy: p roblem-oriented: clearly identifies the problem; i nsight-driven: rooted in insights, both quantitative and qualitative; actionable: outlines concrete actions/investments that will solve this problem; focused: has a small number of high-leverage bets; cohesive: create a clear path from the problem to the solution.

To guide your own thinking in strategy work, you must cultivate three essential skills or habits. First, you must have a variety of tools for fighting your own myopia and for guiding your own attention. Second, you must develop the ability to question your own judgment. If your reasoning cannot withstand a vigorous attack, your strategy cannot be e

Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design.