“‘The Strategy’ vs. ‘Strategies’ and ‘Strategic Plans’: A Comparative Analysis”

“The term ‘strategy,’ much like ‘quality,’ is often overused and should be applied with precision. ‘The strategy’ should only be used unambiguously when it reflects a clearly defined and singular perspective.”

Strategy

The Strategy

It’s important to carefully differentiate between the terms “the strategy,” “a strategy” (or “the strategies”), and “a strategic plan.” For a facilitator attuned to rhetorical precision, each of these terms carries distinct meanings. However, many people tend to use them interchangeably, often leading to confusion.

So, what distinguishes a strategic plan from a department plan, a product vision, a project plan, or a team plan? The primary difference lies in their scope. At its core, a “plan” can be succinctly defined in three words (or preferably five): “who does what” (by when). This basic principle of planning apply consistently across all levels of an organization.

Every business group needs answers to the nine questions listed in the “Strategic Planning Agenda”

  • Mission (why are we here?)
  • Values (who are we?)
  • Vision (where are we going? how do we know if we get there or not?)
  • Success Measures (what are our measurements of progress?)
  • Current Situation (where are we now?)
  • Actions (what should we do?—from strategy through tasks)
  • Alignment (is this the right stuff to do?)
  • Roles and Responsibilities (who does what, by when?)
  • Communications Plan (what should we tell our stakeholders?

The term “strategy” within an organization or division often refers to a set of initiatives, typically organized as either a program or a portfolio. These initiatives consist of approved projects that receive investment funds and help further define the overarching goals. The program’s “strategy” is shaped by the quantity and type of projects within the portfolio. At the project level, “strategies” focus on the specific tactics needed to ensure the project’s success. Meanwhile, the team’s “strategy” involves the tasks and operations necessary to implement the project and support its ongoing operation and improvement.

The meaning of “strategy” is highly dependent on the perspective it serves. Referring to “the strategy” without clarifying its context provides only a partial understanding. To gain deeper insight into operational differences and to facilitate better alignment, consider the organizational holarchy and how each level contributes to the overall strategic framework.

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