Chapter 1: Folklore
Bilal Khan
Head of Strategy, Creative and Marketing, APAC. E McCann, Publicis, Dentsu, Y&R and Ogilvy. Expert in Insights, Brand Strategy, Big Ideas, Comms Planning and Martech in APAC and MENA. Exco member. 360 Brand Consultant.
Strategy's job is to get it right.
Strategy is in the service of creativity.
Strategy is the voice of consumers.
Strategy's raison d'etre is value propositions.
Strategy is about future competitive advantage.
Strategy wins new clients and keeps existing ones.
Strategy is all about direction, direction, and direction.
And the list goes on, but how do we separate fact from fiction?
How do we exactly know what strategy should and shouldn't do?
How do we know which 'strategy is supposed to do that' statement is correct?
How do we solve this riddle 'what does strategy do and what value does it add"?
How do we demystify the role of strategy and show the critics why they need it?
How do we prove that strategy is not just folklore but a real force to be reckoned with?
The true measure of strategy is imagination, revolution, and impact. Everything else is secondary.
If you are going to new places, resetting trends, and creating better futures, then that's strategy doing its job.
Strategy only fails when you fail it, and it only becomes folklore when you are comfortable with what is and how it is.
But if you have the courage to go beyond what is to what should be and see through it, then strategy transforms from folklore to an unstoppable and perpetual force of change.
So, is strategy folklore? The answer is yes if you are okay with conformity and a big NO if you want to make a real impact and create something whose effects ripple through time.
And like any good strategist would tell you... the future is yours, and we can only tell you what choices you have. Which one to make is up to you :)