“Strategy without tactics is the slowest route to victory,
tactics without strategy is the noise before defeat.”
—Sun Tzu

Strategy Deliberately Chooses What Not To Do
And Answers “Where Are We Going?”

If strategy is as emergent as it is prescriptive, then leaders are best at
thinking about where to be, how fast and by what means to grow
and what capabilities they need to win.


How complete is your strategy, how well grounded is it in facts,
how well communicated, and how responsive to emerging events?


How well do you really know “Where You Are Going”?

Get clarity on Strategy

Getting clarity

If you know “Where You Are Going,” you know:

  • The process you used to formulate strategy is effective and inclusive of stakeholders
  • Your strategic objective and action plans are integrated and based on capabilities
  • It represents a portfolio of real options and not just roadmap of initiatives
  • You can show how it passes tests of validity, clarity and impact
  • It is grounded in diagnosis and ready for evaluation
  • Everyone in your company understands it and can see how their role fits

Effective diagnosis uses a structured process and valid tools. Below are some of the tools we use to leverage our expertise in diagnosis.

  • Baldrige Strategy

    The Baldrige Criteria for Performance Excellence are considered one of the most cost-effective and comprehensive performance assessments available. Its focus on strategy addresses both development and deployment. Does your strategy development incorporate innovation, work systems and core competencies? Does your deployment track performance against projections and have a way to adapt?

  • Strategy for Two-Sided Markets

    We normally think of value chains being linear and moving from the cost side to the revenue side. There are increasingly two-sided markets where a company serves as a broker between two parties (e.g., VISA, with consumers and merchants), and where the volume and quality of activity on each side affects the value to the other side. Strategies used in two-sided markets can provide valuable insights for any company.

  • Your Strategy Needs a Strategy

    Much is written about strategy as if it were one way to go about it. However, how you should develop strategy can be as varied as what type of strategy to pursue. Your Strategy Need a Strategy shows why the nature of your market, what the authors call predictability and malleability, suggest distinct planning practices fit to that market. The four suggested styes – classical, adaptive, shaping and visionary – can apply to large or small firms, but may apply to different units in your business.

  • How To Evaluate Corporate Strategy

    This classic article from Harvard Business Review, addresses the issue of when and where a well-crafted strategy can outmaneuver and overcome a competitor with superior resources, positioning and momentum. Evaluating a strategy makes it possible to see holes in your purpose or processes and pivot in response to a change in the market, customer preferences or your own capabilities.

Strategy defines what you will not do

Set up a phone call at your convenience to discuss improving your operational performance and enterprise value.