The power of simplicity over elaborate tools in strategy development

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Strategy discussions typically start with a SWOT analysis, but what if one asked a far simpler question: What are the biggest problems we face? 

Not challenges, weaknesses or threats - just straightforward problems. 

Using plain language to formulate strategy is a passion of mine and is much more effective than business speak, as taught in MBA classes. Aside from the biggest problems, here are some other everyday language sentences with strategic usefulness:

  • Who is our ideal customer?
  • Why do they choose us?
  • Who else do they compare us with?
  • What does winning look like for us in the coming year?
  • What are the two or three things we can do that will have the biggest impact on us winning?
Crucially, strategy is a discussion - not an exercise, PowerPoint, or "process" - or even worse, a "consulting engagement". The best approach for owner-managed companies is to do so and start talking about where the business is today and where it wants to be going. 

We've made the act of strategising about fancy tools and terms instead of what it really should be - an honest conversation about winning and how to achieve it. 









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