Two notable and influential people appeared to conclude in a series of Twitter posts today that strategy is not as valuable as execution. Olivier Blanchard (@thebrandbuilder) and @BethHarte traded quips this morning:
Where are the tactical folks?! Everyone seems to be an ‘analyst’ or ‘strategist.’ Where are the people who actually implement? Not cool? about 4 hours ago via Seesmic (@BethHarte)
@BethHarte Don’t let my focus on strategy (to explain stuff) fool you. Strategy is a dime-a-dozen, and always falls apart anyway. about 4 hours ago via TweetDeck in reply to BethHarte (@thebrandbuilder)
@Note_to_CMO Exactly! So everyone sits around thinking, planning…and then it all falls apart because no on is “doing.” about 3 hours ago via Seesmic in reply to Note_to_CMO (@BethHarte)
You read my mind. Literally. RT @bigwags: Biz strategy like battle plans; they can’t survive contact w/the enemy…or the marketplace about 4 hours ago via TweetDeck
This is not a comprehensive list, nor is it in precise Tweet order – I just want you to get a sense of their thinking (and the others who apparently agree with them.)
Some of the aversion to strategy relies on a paraphrase of a quote from U.S. Gen. Dwight D. Eisenhower, the Supreme Allied Commander in World War II and the architect of the Allies’ winning strategy. He said, “In preparing for battle I have always found that plans are useless, but planning is indispensable.” (http://www.quotationspage.com/quote/36892.html) The paraphrase usually reads, “All strategy is useless once the battle has begun.”
Not quite the same.
I don’t disagree that many organizations get into analysis-paralysis — they over study, over plan and over think when action is most critical. We see this in crisis communication all the time. Anyone read about, say, Toyota’s troubles?
But strategy is far from useless, and the ability to help people see a new path is critical (at least I hope it is!) Strategy shouldn’t be a straight-jacket, preventing people from changing direction or reaching for new tools. Good strategy is a destination that allows you to reach your objectives.
Tactics are your road map and your car and your hands and feet and eyes. But even the best of those essential things won’t help you if you don’t know where you’re going.
The ability to execute in business is certainly important — Larry Bossidy and Ram Charan wrote a great book on it, and so did James Kilts, Robert Lorber and John Manfredi). But they do not say that strategy never works.
Strategy gives you parameters and focuses your thinking. Strategy helps you better understand your customers and the environment in which you’re operating. It gives you context for decision-making.
It’s not useless at all.
Hey man. I have no aversion to strategy.
Quite the contrary. I LOVE strategy. But it’s all an intellectual exercise until you actually move to implement it. And that’s where magic or trouble happen:
1. On the one hand, you have strategists who understand tactics, who come from a tactical background, and have the insight to know that implementing the strategy will require X, Y, Z and loads of flexibility.
2. On the other hand, you have strategists with little or no tactical insight. Their strategies may sound brilliant but they go nowhere.
The focus on strategy in the corporate world right now, especially as it relates to SM is out of balance. Everyone is trying to deliver “strategy.” Look around: How’s all that strategy converting into execution?
We need more tactically-minded discussions. And people.
Cheers,
O.
Sean, I think you misunderstood the context of my question and the responses. I NEVER said strategy wasn’t useful. What kind of marketer would I be with that mindset?!
I was asking where the tactical folks were because in the “social” world everyone is a strategist or analyst… For example, ex-Forrester analysts moving from analysis to strategy (what about understanding tactics?!). It begs the question “then who is actually doing the work that the strategy calls for?”
The other thing that I have often bumped up against are strategists who haven’t done work in the tactical arena. As such a lot of their strategy, while it sounds fabulous, is not implementable, realistic or cost-effective. You get to learn what works, what makes sense and how much things cost when you are in the trenches.
The other issue is that a lot of folks jump into strategy before understanding objectives (i.e. measurable objectives!). A strategy without objectives is just as bad as implementing tactics without a strategy.
Beth Harte
Sr. SME, Digital Marketing – Serengeti Communications
@bethharte
@Olivier and @Beth — thanks for gracing my humble blog.
Truth – the problem isn’t useless strategy, it’s useless STRATEGISTS. This problem exists in many business areas — back in the day, freshly minted MBAs displaced under-educated but highly skilled managers with disastrous results (Allstate was a notable one).
I think the issue in the Social Media space is that no one knows exactly what the objectives are — hence, the strategy discussion is missing the point. Now, if we jump in with no idea of our objectives, no plan for what we’re going to do and why, we deserve what we get!
Many thanks for your excellent comments.
Rock on.
Sean, Olivier, this is a MUCH needed conversation… Thanks for chatting with me about it today.
Too many chefs, not enough cooks. Sure, I could plan a great menu…but will you be able to eat it?
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