You're moving from a non-strategy role to a strategy role. What do you need to know?

Ability to zoom in & out of cases/ situations and refine the thought process to align with business goals is critical. What this essentially means is that as a non-strategy professional, one is used to working on smaller part of a larger strategy at play. In a strategy role, one will need to visualise both the macro & micro together in a single frame. Working towards an objective with this 'zoom-in' and 'zoom-out' approach shall help achieve the set goals.

It is indeed a plan of action that encompasses the purpose, vision, or goal of an organization. Strategy involves making choices and decisions on how to best utilize resources, navigate constraints, and take advantage of opportunities while considering potential risks. It is important to note that strategy is not a one-time plan but a continuous process that requires adaptation and flexibility in response to changing circumstances and feedback. By continuously evaluating and adjusting the strategy, organizations can effectively navigate the dynamic business environment and increase their chances of success.

Strategy comes in place for the long term.Hence, for someone moving in a strategy role, he/she must be fully aware of the industry, key industry trends, past 5 years data, future forecasted trends and figures. By knowing what is happening in your industry, what your competitors are doing to tackle it gives you a bird's eye view which effectively helps in better decision making.

Learn about the company profile, product and service categories, main competitors, customers, suppliers, and distribution channels. Familiarize yourself with the following strategic analytic tools: Three horizons for strategic objectives and priorities. PESTEL and institutional factors to analyze the external/institutional environment. Porter's Five Forces model to study industry dynamics. VRIO & benchmarking to evaluate the company's resources and capabilities. Strategic clock, interactive strategies, Ansoff matrix, product/market diversification, and BCG growth matrix to implement strategies. Finally, strategy requires innovation. I propose studying innovation diffusion, disruptive innovation, and first- and second-mover strategy.

Out of experience I see objectives and key results being named as strategy. What typically lacks is a dot on the horizon in a more holistic view and clear journey’s how to get there. Mission and vision act as the dot, the strategy is the journey where we need to keep in mind that this needs to be agile. A too strict strategy can make an organization not agile. The strictness has also a reflection on the strategy level and horizon. The short term strategy execution need to be accompanied by clear objectives and key results which contribute to the mid and long term.

Understanding the levels of strategy within an organization can be captured succinctly with the "C-B-F", emphasizing the hierarchical nature of strategic planning: Corporate: What's our overarching direction? Like a captain setting the course. Business Unit: How do we win in our markets? Navigating through competitive waters. Functional: What tactics will each area use? Ensuring the crew supports the journey. Understanding "C-B-F" helps align every level of the organization, from the loftiest goals to the most practical tasks, guiding the entire company like a well-navigated ship towards its ambitious destinations.

Thinking Big .. zoning in and zoning out.. a very good sense of the market and industry you are operating in as well as the adjacent markets and the trends that make it move.. these are the big difference in thought process you need to bring in while moving from a non-strategy to strategy role!

One must navigate the intricate layers of organizational dynamics. At the zenith, corporate strategy casts its vision, charting the course through uncharted waters. Descending, business strategy unfurls its sails, catching the winds of market opportunity to steer towards competitive shores. At the foundation, functional strategy lays the groundwork, fine-tuning the machinery that propels operational excellence. Each level, a symphony of purpose, harmonizing disparate notes into a melody of strategic resonance, echoing the cadence of organizational success.

A great tool to use in strategy is the FIT framework. It is a combination of external and internal factors. External factors like regulations, customer's tastes, technology, etc... and also internal ones like know-how, capabilities, what you are good and bad at. If you do the analysis of those 2 dimensions you can come up with a new value proposition.

The article's strategic tools like SWOT, Porter's Five Forces, and OKRs offer a solid foundation for analyzing an organization's position and industry dynamics. Yet, in today's fast-paced environment, integrating innovative tools adds depth and foresight. Missing are: PESTLE Analysis: Expands environmental scanning to include broader macro-environmental factors. Scenario Planning: Prepares for future scenarios, enhancing flexibility and resilience. BCG Matrix: Helps in portfolio management by evaluating market growth and share. Blue Ocean Strategy: Encourages finding uncontested markets, fostering innovation. These additions enrich strategic planning, ensuring readiness for future challenges and opportunities.

Who is equipped with an arsenal of analytical instruments and communicative strategies. From the venerable SWOT analysis to the illuminating insights of Porter's five forces, each tool serves as a compass in the strategic landscape. Delving deeper, value chain analysis unveils the intricate tapestry of value creation, while the balanced scorecard offers a panoramic view of organizational performance. And amidst the fray, OKRs stand as beacons, guiding teams towards tangible objectives and measurable outcomes. Armed with these tools, the strategist navigates the strategic terrain, charting a course towards organizational success with precision and clarity.

Strategic thinking means seeing the big picture and solving complex issues creatively and critically. It's about asking smart questions, understanding information deeply, considering various options, and making decisions that are well-informed. To sharpen this skill, try to: Look at problems from different angles. Imagine various future scenarios. Use mental models to simplify complex information. Welcome diverse viewpoints and challenge existing ideas. Reflect on the decisions you make and their results. Improving your strategic thinking involves continuous learning, openness to change, and the ability to question assumptions. This mindset not only aids in navigating complex situations but also in crafting innovative strategies.

As a professor I am tempted to say that getting trained at business schools could be a very good starting point to develop that mindset. Definitely it is not enough I would add that travelling and living abroad would also help.

As a fervent advocate of strategic thinking, I embrace its power to illuminate the path forward amidst complexity. With a holistic and creative mindset, I navigate the intricate web of challenges, armed with the tools of critical inquiry and imaginative exploration. Grateful for this innate talent, I approach each problem with curiosity and discernment, seeking not just solutions, but insights that transcend conventional boundaries. Through continuous practice and introspection, I hone my strategic thinking prowess, ever mindful of the transformative impact it holds on organizational success.

Strategy is a long term or even short term approach on how to achieve goals. To conduct a strategy properly, we need data and also deep knowledge of possible options. In the next step, predicting the results is important. It is also necessary to pay attention to resources. At the end, in my opinion, strategy formulation is dependent on creativity.

Communicating strategy effectively is crucial. It’s about making your plan clear, engaging, and persuasive across all levels and stakeholders—from executives to customers. Achieve this by: Storytelling: Weave your strategy into a narrative that connects emotionally. Visual Aids: Use charts, graphs, and infographics to clarify complex ideas. Data and Examples: Support your strategy with tangible evidence. Benefits and Value: Emphasize the positive impact of your plan. Anticipate Questions: Think ahead of potential concerns and address them. Feedback: Encourage input to refine and improve your strategy.

It starts with the end in mind. Focus on what output you'd want to churn from this strategy. How will it be measured? By whom? And more effectively, who are the key stakeholders involved? It's imperative to develop a structure for where this strategy leads to. Storytelling, presentation aesthetics work in limited capacity- the real crux here is the structure.

Transitioning from a non-strategy to a strategy role necessitates a comprehensive understanding of the various levels at which strategy operates within an organization. While corporate strategy sets the overarching direction and scope, business strategy focuses on competitive positioning within specific markets, and functional strategy addresses how individual departments contribute to overarching goals. Grasping the nuances of each level empowers strategic thinking and enables informed contributions to the broader strategic framework.

As a strategic communicator, I recognize the importance of clarity, conciseness, and conviction in conveying our strategy. I employ various techniques, from storytelling to visual aids, to captivate and inspire diverse audiences. Tailoring my message to each stakeholder, I accentuate the benefits and value of our strategy while addressing their unique perspectives and concerns. Through proactive engagement and continuous refinement, I foster a culture of collaboration and shared purpose, ensuring our strategy resonates and drives meaningful action across all levels of the organization.

Transitioning to a strategy role demands a firm grasp of execution principles. While crafting strategic plans is vital, effective execution is equally crucial for realizing organizational objectives. Execution involves translating strategies into actionable steps, leveraging resources efficiently, and navigating challenges adeptly.

Remember that there is nothing "mystical" about strategy. I remember looking at strategy roles and thinking I had nothing to contribute because I didn't have a strategy consulting background or hadn't studied strategy. Strategy is useless if it is left to the "high priests" of strategy in their lofty ivory towers. It has to translate into on-the-ground action. Who better to think about strategy then than people who have worked the front lines, have worked the operational roles, who know what it is really like? Trust yourself, trust your experience and remember that strategy has to result in action and you'll do well.

As you move from a non-strategy role to a strategy role, you'll need to make significant adjustments in both your mindset and skillset. Consider the following: ??Mindset Shift ?From Tactical to Strategic See the bigger picture. ?From Reactive to Proactive Anticipate future trends, challenges & opportunities in the industry and market. ??Skillset Development ?Analytical Thinking ?Decision Making ?Communication & Influence ?Collaboration & Team Leadership

Understanding the bigger picture involves grasping the organization’s overarching goals and competitive landscape, ensuring that individual efforts align with strategic direction. Recognizing role demands and impact enables employees to prioritize tasks effectively and contribute meaningfully to organizational objectives. Studying key influences like people, place, and matrix structures provides insights into organizational dynamics, aiding in decision-making and collaboration. Leveraging organizational process assets streamlines processes and mitigates risks, while aligning with strategic intent ensures that individual actions support the organization’s long-term vision.

Great content about the topic. Strategy starts with people and ends with people. Hire people strategically based on real needs with the right knowledge and skills to conduct business with results in mind while taking into consideration the SWOT as well as financial, social, environmental trends for the benefits and satisfaction of the stakeholders. Strategy shouldn’t be only theoretical but mostly practical, realistic, and dynamic. Always remember what makes your human resources dynamic for delivery of better results.

When asked to move roles, the key is to understand what your new role will entail. Questions to consider: What is the role? To whom do you report? What are the priorities of this new role in strategy? What skillset is needed? Given the new focus is on strategy, talk to others within and outside your organization who hold similar roles. Consider creating a 100 day plan for yourself as you move into the new role. Think about what new skills are needed. Ask yourself what you need to start and stop doing in the new role. Establish a strong relationship with your new boss and team. Chart your progress and successes and any failure or retooling which is needed. Embrace your new role and your resiliency in trying something new!