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(Stephen Bungay points out that a good strategy statement often “looks banal” to outsiders. The value comes from the alignment you create through the continuous process of articulating the strategy.)4
Sense and Respond
Jeff Gothelf, Josh Seiden
And the most visible and profound change is typically the move from funding, building and shipping features and projects on specific dates, to funding, building and shipping products to achieve the necessary outcomes.
Today, this is commonly referred to as moving from output to outcomes. I also like to explain this as moving from time-to-market to time-to-money.
Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.
Good Strategy/Bad Strategy
Richard Rumelt
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