Strategy Isn’t a Slide Deck — It’s a Decision
What is strategy, really?
Ask a room full of leaders (… or consultants :-), and you’ll get a thousand different answers. Charts, models, buzzwords. But amid all the noise, I’ve always appreciated the elegant simplicity of Jack Welch’s definition:
“What is strategy but resource allocation?”
Strip away the slide decks, the jargon, and it all boils down to this: Where do you choose to place your limited resources to compete — and where you don’t?
That last part is key. Strategy isn’t just about choosing where to play — it’s also about making peace with where not to. Because if you’re putting time, capital, or people into spaces where you can’t win — you’re playing defense in a losing game. And no great strategy was ever built on that foundation.
But how do you decide where to invest?
This is where rigor matters.
Casting a wide net for data — economic indicators, macro cycles, internal metrics — helps you see the bigger picture. Good strategy is grounded in insight, not instinct. Inputs like cost structures, service delivery, quality, efficiency, and innovation should guide your direction.
Focus is everything. Divest where necessary to support where it matters most. If your strategy is grounded in the right fundamentals, it doesn’t need to shift constantly. Steadiness, not volatility, is often the hallmark of strategic clarity.
And let’s not forget the people. Strategy is not just systems and spreadsheets — it’s human. AI and efficiency tools should enhance your teams, not replace them. Great strategies empower people, not marginalize them.
Ultimately, the magic happens when strategy isn’t just a document — it’s a rhythm. It shows up in every resource committee meeting, in every trade-off, in how you navigate uncertainty and risk.
Because when strategy is lived, not just written, that’s when things flourish.
Reference to explore further:
Welch, J. & Welch, S. (2005). Winning. New York: Harper Business.
