Strategy Habits Reframe Strategy: Making It Second Nature

Strategy Habits help us reach a culture of ubiquitous strategy and replace genius with discipline. No more heroes needed.

When writing about an inclusive (or open) approach to strategy, KP Frahm pointed out to me a couple of days ago that his current experiment is not using the word “strategy” anymore. And he has a huge point. Strategy being perceived as exclusive is a barrier in itself. Roger Martin talks about how he rarely mentions “strategy” but simply tries to solve hard problems with his clients. Richard Rumelt makes a very similar point by describing his approach to simply solve the first important topic, then making progress with the next one and while doing so over time only meeting ever smaller problems. And all of them are right. Strategy should not be the point.

Matthew May provides another example. In one of his last points, he describes a “process” in which he simply sits down in front of a Play To Win canvas for a couple of hours, but repeatedly. The point in all these examples is to make strategy so ubiquitous that it’s not the point anymore. That should be the ambition.

There is probably one exception: a beginning organization that is so unaware that it makes didactical sense to make strategy a point for a while.

And yet, we all write books, articles, release videos, and educate about strategy. Just like with other words (Innovation, anyone?), while chasing the word doesn’t make a lot of sense, having the word to describe, teach, debate, and progress makes sense. That’s the tension I see.

Ok, what do I make of this?

The overarching point is that getting to an inclusive strategy requires us to get rid of “elitist,” “genius,” and “hero” connotations. Completely. We need to turn everything upside down and replace high-level, exclusive strategy rituals with approachable, everyday life strategy habits until there is no point in strategy. What?

The point is that creating the required habits only requires discipline. Something we have in abundance if only we have to. So all we have to do is start building small strategy habits into our work systems, and we will be fine. In the beginning, we don’t have to be champions but simply “hang in.” (A lot of my running training sessions, I simply hang in and trust the process. Admittedly, sometimes, trusting the process is the hard part.) We will be above average very soon. And a bit later, it’s not very hard to reach the top 20% level. Simply based on discipline in habits.

Imagine Strategy as Second Nature

Imagine if strategy wasn’t something we talked about separately, but a seamless part of our everyday work. Imagine: instead of viewing strategy as a daunting, complex task, we integrate it naturally into our daily problem-solving. Come from the view hat your company being so much in the flow that strategy is simply that occasional gathering in front of the Play To Win canvas, and whatever is decided there simply flows into the management system and informs all the boards we manage. That’s the goal.

I can’t stress it enough. that you have to think this from the end state: Strategy as a trivial every day part of the work routine.

Getting Closer to Seamless Strategy

Think of strategy like training for a marathon. If you’ve been on the sofa for two years, you don’t start by aiming for a world record. You begin by running a couple of times a week, then gradually increase your frequency, then distance, and only then intensity. Believe me, after a couple of months, you don’t think about it, and if you miss a session because you are on a business trip, you will feel empty about it. (BTW, an effect I often see when coaching teams in this: A meeting has to be cancelled due to holiday? Reaction: “how can we make up?”) Each step builds your capability. Similarly, we start by tackling our hardest problem first. This helps us refine our direction and improve our discussion and prioritization skills. We learn how to communicate solutions effectively and build the habit of strategic thinking.

Create Strategy Habits

In the running example, the key was creating habits. Just habits. And that is just discipline. Don’t be hard on yourself: in the beginning, just keep up the habit. Then do it more often, then go deeper, etc.

As we continue this journey, strategy becomes second nature. Like having casual conversations in front of a “Play to Win” canvas, we sort out challenges and communicate our plans effortlessly. It’s no longer a separate initiative but an inherent part of how we operate.

Steps to Create Strategy Habits

1. Start Small: Begin with a very concrete current challenge and address it step by step. Make discussing it a habit. Create a small regular meeting around it. Weekly, every 2nd or third work day, whatever fits. Don’t overdo it.
2. Learn and Adapt: You will realize what you are missing. Alignment on your ambitions, goals, capabilities, … Refine what’s required. Don’t overdo it. Live with good enough, lagom as the Swedes say,. It’s fine. you are making progress already. Make the beginning of every 2nd, 3rd or 4th meeting a review meeting of your progress and process. Time box it.
3. Be explicit on the new habits: Communicate them, invite people you might need. Get feedback for the next sessions, etc. Normalize it.
4. Communicate Outcomes: Ensure outcomes and the path to those outcomes are clearly communicated and use them as an invitation.
5. Widen circles: Engage more employees in strategy development and set up feedback loops to stay aligned and adapt quickly.

Please don’t take this literally. Ad lib on this. Make it yours. 

Disclaimer: none of these steps needs to or is meant to change your works structures, hierarchies, non-hierarchies. Don’t make them a topic anytime soon.

An approach similar to this one, step by step improves our organizations strategic capabilities without having to give it a limiting or exclusive name. Over time, we move from average to above average, and eventually, to the top 20%. Strategy becomes second nature, embedded in everything we do.

No more heroes anymore!

A habit-based approach to strategy, demystifies the process and makes it accessible to everyone in the organization. It’s about discipline and consistency, not heroes or genius. Thus helping us make it inclusive and open vs. exclusive and unapproachable. As strategy becomes a natural part of our daily routines, we build a resilient and adaptive organization ready to tackle any challenge. Let’s start small, learn continuously, and involve everyone to make strategy a seamless part of our everyday work life.

Join The Strategy Collective for an immersive 12-week program to enhance your strategic thinking and decision-making skills and learn how to build the right approach from Genius to Habits!

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