There is a significant link between
leadership and strategy, but according to Cynthia A. Montgomery, the link has
been broken. “Specialists help managers analyze their industries and position
their businesses for competitive advantage…[but] strategy is confined to an
annual planning process…What’s been forgotten is that strategy is not a
destination or a solution. It’s a journey. It needs continuous, not
intermittent, leadership. It needs a strategist.”
In Montgomery’s new book entitled, “The
Strategist – Be the Leader Your Business Needs,” readers are urged to embrace
the role of strategist and confront the most compelling questions at the heart
of their businesses. The key tool is awareness by the top leader or strategist.
“The strategist is the one who bears the responsibility for setting a firm’s
course and making the choices day after day that continuously refine that
course. That is why strategy and leadership must be REUNITED at the highest
level of an organization.”
At its core, strategy is about serving an
unmet need. But how do you do this? Montgomery answers this question with
engaging examples from IKEA, Apple, and Gucci, and also poses difficult questions: If your company disappeared today, would the world be
dramatically different in the days ahead? Would your customers miss your
product or service? If your customers wouldn’t miss you when you’re gone, how
much do they really need you NOW? If you don’t possess this uniqueness, then
you’re missing a strategy.
Strategy begins with a clear business
purpose. Consider these statements and see if you can name the companies:
[1] To bring inspiration and innovation
to every athlete in the world.
[2] This company is built upon finding
ways to do online search better and faster in an increasing number of new
places and in ever more efficient ways.
[3] This company is the only manufacturer
of automobiles and motorcycles worldwide that concentrates entirely on premium
standards and outstanding quality for all its brands and across all relevant
segments.
Did you identify Nike, Google, and BMW? These
companies have a niche, a place in their market, and a clearly-defined purpose that
resonates among their customers and the public at large. (Of course, marketing
plays a role, but that’s a separate blog post.) From there, they can build an
organization – a system of advantage – that enables them to deliver on that
purpose. Together, that’s a company’s strategy.
Does your company have a strategy
statement that explains your purpose, means of competition, and unique
advantages? If not, answer these questions:
[1] Who do we serve?
[2] What products or services do we
provide?
[3] What do we do that’s different or
better?
[4] What enables us to do that?
As another challenge, ask yourself, what
companies in the news today do you see suffering because they lack a strategist
leader? Please chime in.
__________
Read more: http://www.leaderstrategist.com
Follow on Twitter: http://www.twitter.com/leadstrategy
Connect on Facebook: http://www.facebook.com/CynthiaAMontgomery
Hey Debbie,
ReplyDeleteI like what you write and i think that part of a leader's job is to continuously articulate the mission of an organization. That said, it occurs to me that much of what you mention as strategy focuses on the unique and compelling mission. To me, strategy follows mission, (and vision and values) but is different. Again, to me, strategy asks the question "What is the pattern of activities and behaaviors I will undertake to live my mission, demonstrate my values and move towards my vision?"
Thoughts?
David Kemper
Thanks for your comments about aligning mission and strategy, David. There is definitely a connection between the two, but as Cynthia points out eloquently in the book, there are differences.
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