What can you learn from the most successful leaders in Strategy?

To bring this to context, in big companies like GAFA (Google, Apple, FB & Amazon), are constantly evolving their strategies in order to keep up with the changing demands of their markets and employees. An example of a common theme that emerge when looking at those are approaching employee engagement and satisfaction e.g. investing in employees well-being, development, empowerment; they are creating a more engaged and productive workforce that is driving innovation and success.

Do not confuse purpose with strategy. Purpose is your guiding north star. It is the energy behind why you are committed to do what you do. Strategy can change. It is based on an appreciation of market forces, your ecosystem capabilities and the constraints of your organization. Strategy is 'how' you will go about fulfilling the 'why' of purpose in the best (most efficient or lowest risk) way possible. It deals with reality of current constraints based on assumptions and projections of the future and opportunities.

Learning from everyone is valuable, but time is limited. Focus on what you truly want to learn, from those who inspire and align with your goals. Streamlining your growth journey makes it efficient and impactful.

The best of the best are both visionary and practical, but crucially can separate each mindset. The best ideas are often simple ideas that seem impossible to execute. Strategy leaders can explore and test the vision without being restricted by how to deliver it. Once convinced on the opportunity, they switch to breaking down the problem to practically deliver it. True unicorns.

The best leaders are often the ones we don't hear about. Surprisingly, they are not the loudest in the room and demonstrate humility, continuous learning, an indomitable will, choose what is right over easy, and always put the purpose of the organization ahead of their own needs. This is also known as 'level 5' leadership and is a highly effective conductor of effective strategy planning and execution.

Strategy isn’t just a role—it’s a mindset. Challenge conventions, pivot wisely, and let your strategic journey be marked by relentless curiosity and bold creativity. Eager to craft a strategy career? Take inspiration from Microsoft's Satya Nadella. His learn-it-all ethos transformed the tech giant, valuing continuous learning over entrenched expertise. Innovate like Google's pioneers, who, with '20% time', gave us Gmail.

By definition, strategy has to be differentiating. Be creative to define a unique approach in order to create competitive advantage. If all competitors do the same thing, then there is no defining strategy, no advantage to be gained (unless there is collusion). Hambrick and Fredrickson's Strategy Diamond is a powerful framework that lists the five elements that you can find in the strategy "black box". They are: (1) Arenas – Where will you be active? (2) Vehicles – How will you get there? (3) Differentiators – How will you win in the marketplace? (4) Staging – What will your sequence of moves be? (5) Economic logic – How will you generate revenue and make a profit? These elements work together to form a cohesive, whole we call strategy.

Successful leaders in strategy ooze confidence. They are not afraid to be wrong. They collaborate and reach out to others. I was coaching a founder of a startup company in EMEA he was also the CTO of the company and was thus responsible for the Technology direction of the company. During the coaching he reached out to a CTO forum in his industry and started to show up. This inspired him tremendously as he both received validation and also contributed to the forum.

Successful leaders have the ability to use inspirations from very different domains - much broader than outside their own boxes - and then connect the different dots to build a new picture. This is the result of both curiosity (looking at different places/sources) and creativity (establishing the links not everyone is able to see or imagine).

La creatividad y el storytelling es lo que mas me apasiona de los líderes creativos. Santiago Bilinkis por ejemplo es un líder en innovacion, creativo, pero por sobre todo un gran contador de historias, cada vez que lo escucho me apasiona lo que cuenta. Recomiendo mejorar esas skills para liderar estrategicamente

For those eyeing a career in strategy, take a page from Sheryl Sandberg's tenure at Facebook: she adeptly leveraged user data to inform growth strategies, showcasing the power of combining detailed analysis with a big-picture mindset. Emulate her approach by mastering the art of distilling complex information into actionable strategies. This ability to both dive deep and synthesize broad trends is key to advancing in the strategic field, much like the industry leaders who stand out by creating impactful, data-driven paths to success.

Today it's very easy to get lost among all data that is available. What makes a difference from strategic leaders is defining what and where NOT to see and then, work focused on the sources that will help build the thesis. An upside of this approach is a better delineated pathway that would also impact on time required on this construction.

Elon Musk: Musk is famous for his ability to understand the fundamentals of complex situations, to then break down each problem into its manageable components to then address them while mapping out the solutions. Sheryl Sandberg: She is known for her data-driven decision-making approach and her contributions to Facebook’s strategic successes. As Musk, she combines a very pragmatic approach when solving problems.

Here are 3 things…. 1. Listen 2. Observe 3. Reflect Very good strategic leaders do this naturally. For most, it needs to be a conscious effort.

A common trait among successful leaders is that they are Outcomes driven. They always focus on outcomes and not just on the process. You will hear them say “Our work helped the customer reduce their costs by 20%” as opposed to “We spent 400 hours developing a cutting-edge software application for the customers”. Both statements might be true and talk about the same thing. The outlook is completely different.

Strategy is always about execution. Successful leaders are able to turn their plans into action, overcoming obstacles and adapting to changing circumstances. They are able to build strong teams, delegate effectively, and motivate others to achieve common goals. Clarity of direction, have a alignment towards goal and fully committed leaders enable ,empower and mobilize team so that focused execution .Personally gone through a M&A within our company and we had a detailed 90 days execution plan was ready , vetted and executed .

The most successful leaders in strategy exhibit a keen ability to blend visionary thinking with practical execution. One example is the approach of Howard Schultz, former CEO of Starbucks. Schultz transformed Starbucks from a local coffee retailer into a global coffeehouse chain by focusing on creating a unique customer experience. His strategy involved combining high-quality coffee with inviting ambiance, effectively differentiating Starbucks from competitors. Another leader is Indra Nooyi, former CEO of PepsiCo. Nooyi led the company through a strategic shift by expanding its portfolio to include healthier options. Changing consumer preferences and adapting the business model illustrates the importance of flexibility in executing strategy

An important yet often overlooked aspect of execution is follow through. This includes an after action review of successes, lessons learned and longer-term monitoring. Staying with the implementation long enough (6 mos) to evaluate impacts and sustainability will ensure it's properly operationalized. I've seen a "shiny penny" syndrome where the next big thing overshadows the proper support of the old big thing.

You get to own strategy when you have the ability to execute well. Ideas and strategy without execution is useless and wasteful.

Leadership in strategy is about empowering others, guiding with a compelling vision, and aligning diverse talents towards common goals, ensuring that the strategy isn't just a plan but a lived experience across the organization. In your strategy career, aim to lead like Indra Nooyi did at PepsiCo, combining sharp insight with a deep understanding of people. Influential leaders harness the power of influence not through authority alone, but by fostering a culture where every voice can contribute to strategy. They inspire teams, encourage innovative thinking, and create an environment where collaborative effort towards a shared vision is the norm.

Without a doubt, leading by example is super critical. This said, many will interpret your lead in different ways and this can be detrimental to the business. Always take the responsibility of also articulating CONTEXT for the steps, strategies and approaches you take. This way, those following will be able to learn how to emulate and why (ie the benefit).

Successful leaders I would say are good at listening, they also communicate vision and values. They understand their managers problem and try to guide them to the right way. This is the way to gain respect as a leader, “ you have two ears and one mouth” use it respectively.

All leaders are great communicators and change management experts; they start a movement behind what they are trying to achieve. They create a shared vision by engaging people early. They will engender greater ownership and motivation by doing so. And together, they will proceed to create a strategy to achieve their vision. "If you want to build a ship, don’t drum up the men and women to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea." - Antoine de Saint-Exupéry Fight the urge to create Gantt charts and tasking teams. If you have competent managers, that is their domain. Leaders stay in the realm of identifying talent and creating system alignment.

The ability to lead and influence is a non-negotiable for effective strategic leadership. Develop your ability to influence through persuasion, negotiation, and collaboration, so that you can build robust networks and create synergies that drive your organisation forward. You will need to cultivate trust and respect in everything that you do. Walking the talk is essential to achieve this.

Elon: Musk publicly and consistently values knowledge and continuous learning. This characteristic allows him to get involved in diverse enterprises such as electric vehicles, space exploration, satellites, neurobiological projects, AI, etc. Sheryl Sandberg: Sandberg has faced many personal and professional challenges, and as a leader she’s open and shares her lessons learned: “The upside of painful knowledge is so much greater than the downside of blissful ignorance." "There is no perfect fit when you're looking for the next big thing to do. You have to take opportunities and make an opportunity fit for you, rather than the other way around. The ability to learn is the most important quality a leader can have."

"Strategy is not about doing things right. It's about doing the right things." - Peter Drucker One of the most important lessons we can learn from the most successful leaders in strategy is that, mistakes are not something to be ashamed of, but rather an opportunity for growth and learning. They are willing to embracing failure, committing to continuous learning, staying humble, being adaptable, and engaging in self-reflection to achieve long-term goals.

In my experience, a key dimension to add to the lesson of learning and growing is to embrace the power of cross-disciplinary insights. The most successful and inspiring leaders I have met have very broad interests and they are eager to seek knowledge and inspiration beyond their actual domain. There is a lot of value in cross-pollination of ideas, where insights from seemingly unrelated industries can spark truly innovative solutions.

This is such an important aspect that it needs to be included at the start of your plan. If learning isn't built in you're going to have a very short runway.

The best strategic leaders I have worked with have wide-ranging interests which they keep diving further into. I think that trait is critical to being strategic, even more so in current times. Given that the pace of change is so dramatic, making the best strategic decisions requires connecting dots across disciplines. For that to happen, there is no other way than to be generally curious, have a growth mindset, and constantly hone it.

Don't try to mimic them. True leaders are authentic and do it their way that works for them, at their specific company at the time they are or were there. You are different, in different circumstances at a different time. Lead authentically.

"Fostering Resilience" is important because it prepares the organisation to handle disruptions and recover quickly. This includes having contingency plans, flexible business models, and a culture that encourages persistence and agile thinking. The current climate demands a more dynamic & resilient organisation that can adapt to changes, maintain continuity, and capitalise on new opportunities that arise from market shifts and new technologies (in steps AI). It ensures sustainability and long-term success by enabling a business to pivot effectively in response to internal and external pressures.

Strategy has nothing to do with strategic planning, your purpose, setting ambitious targets or never giving up. Strategy begins when you derive a unique INSIGHT about the industry, customer or technology that can be exploited to create competitive advantage over a peer group. Porter defines strategy as "what not to do" and therefore it is about making CHOICES which leads to investment and execution FOCUS. It is SIMPLE to communicate. It INSPIRES and galvanizes people to action. It precipitates internal alignment and getting all units to work together to produce outsized value in a REINFORCING manner over the mid-to-long term. It should be ADAPTIVE to the environment because it deals in broad stokes and not detailed tactical moves.

The number one mistake I’ve observed with strategy development is inside-out thinking. It is critical for teams to be market-centric to have success. 1 - what problem are you solving for who? 2 - is there willingness to pay to solve that problem? 3 - who else (competition) is solving that problem? The only way to know these answers is to be engaging directly with potential buyers, asking questions to understand them. And, researching industry trends and competition. Don’t assume you know these answers. That is the slippery slope towards inside-out thinking.

One of the most important lessons I learnt many years ago about strategy was that ultimately it's about people - and that also came across very strongly in the research interviews I conducted with strategy leaders last year: their focus was on the people in their organisations, not just the tools, techniques and processes of strategy. Their priority was to engage people in the perspectives, questions and conversations to make collective sense of where the organisation was heading and how it was going to get there - and to ensure that individuals and the organisation learnt and developed from being involved in this. They saw strategy as a journey for their organisation, and their role to help it develop the capabilities to succeed.