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How do you arrive at a strategy that works?
Why making choices isn't the starting point — and how to arrive at a plan that provides direction and is executable
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How do you arrive at a strategy that works?
Introduction
Strategy development often starts in an atmosphere of inspiration and ambition. Whiteboards full of plans, brainstorms full of energy. In this first phase, everything seems possible. And that is exactly where many organizations encounter their first pitfall: the temptation to make immediate choices, formulate goals or write down ideas in a document that should present 'the strategy'. But a strategy that really works — that provides direction, has support and leads to tangible results — does not start with making choices. It starts with understanding.
Strategy doesn't start with ideas but with insight
Before you can decide where you want to go, you first need to be clear about where you are now. What are the biggest bottlenecks within the organization? Where are the relevant market opportunities? And what do customers, employees and partners say about your added value?
Without thorough analysis, every choice remains an assumption. A SWOT analysis is a valuable tool in this phase. It not only identifies your strengths and weaknesses, but also forces you to look outside: at market developments, competition, and risks that you may still be overlooking. Only when you have those insights in focus can you start building a strategy that is more than just a paper ambition.
Focus comes from daring to choose
The biggest pitfall of strategic thinking? Because to do everything. Especially for organizations with many ambitions and opportunities, a long wish list quickly arises. But as Steve Jobs once said:
“Focus is not about saying yes. It's about saying no.”
Steve Jobs
Strategy is the result of sharp choices. It's not just about what you do, but also — and maybe right — what you don't do anymore. That requires guts and discipline. Without that focus, strategy quickly becomes a bundle of separate initiatives, instead of a coherent route to impact.
Strategy is a collective process
You can never develop an effective strategy alone. Of course: leadership needs a vision. But sustainable choices arise in dialogue. By involving employees from different departments, roles and perspectives, there is support and therefore more quality.
It is in this interplay that blind spots come to light, that unspoken assumptions are tested and that ideas are enriched. A well-guided strategy session, based, for example, on the OGSM model, not only provides direction, but also ownership in the implementation.
Ambition provides direction
Every strategy starts with an ambition: where do you want to be as an organization in one to three years? This so-called “Objective” is the dot on the horizon. But that dot must be clear, achievable and inspiring. Not vague or informal, but concrete and guiding.
A strong ambition is recognisable to everyone in the organization and helps to set priorities. It is not an empty slogan, but an engine for action. At OGSM, we use Objective's “O” as this ambition and as a starting point, which is then translated into measurable goals — the “G” of “Goals” — so everyone knows where things are going and what success looks like.
Strategy without positioning remains vague
An important — and often underestimated — part of strategy development is positioning. After all, strategy is not only about what you want to achieve internally, but also about how you want to be seen in the market.
What makes your organization unique? What do customers really appreciate about your service? And how do you stand out from the competition? You must answer these questions explicitly, otherwise your strategy will remain internally focused and externally unclear. Good positioning connects your ambition with customer expectations and your own strength.
From plan to practice
Many strategies fail not in the thinking phase, but in execution. The plan is there, often in the form of a nice report or PowerPoint, but concrete actions are not forthcoming. There is no structure, no ownership, and no monitoring.
That's why at OGSM, we always translate each strategy into an action plan. Concise, clear, and focused on results. With clear KPIs, realistic planning in the Measures and agreements about who does what. This way, you prevent strategy from remaining a one-off exercise, and you build a process that lives in the organization.
Why so many strategies are stranded
Many organizations start enthusiastically, but drop out as soon as it becomes complex. Too many ideas, too few choices. Too many plans, too little action. Too much top-down, not enough engagement.
A working strategy is not a creative foray, but a carefully structured decision-making process. It requires analysis, choices, cooperation, structure and implementation. And the best part is: it doesn't have to be complicated.
With OGSM, you can reduce all that to one page. Not a thick report, but a compact, clear and practical model that connects vision and action. This way, you work step by step from dream to action, with focus, coherence and results.
Want to know more?
Are you curious about how OGSM can help your organization develop and realize a strategy that works? Download a free OGSM template whether schedule a meeting with one of our advisors. We are happy to help you out.
