Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.