Why the best strategy work always holds an element of surprise

Every good strategy holds an element of surprise. However, by their nature, surprises are hard to plan for. But developing a strategy process that increases the probability of surprises is actually possible – and, in my opinion, doing so will lead to better outcomes. I’ve gathered a few methods that will help you get the most out of your strategic process utilising the power of surprises.?

Let’s begin with my claim that we should view surprises as a positive addition to the strategy process.

It all boils down to making something distinct, something that is not your standard run of the mill process. Most of today’s businesses and organisations have access – more or less – to the same strategic tools. They are able to do the same analysis, and diagnosis of a business or market as everyone else. Proper strategic tools are essential – but they are not the strategy. Tools will tell you about your options, but they will not tell you how to react or what you need to do to differentiate your business.?

Intuition will do that.

Collaboration will do that.

Processes designed to discover and reveal the unexpected will do that.?

By building a strategy process that not only allows for but actively seeks elements of surprise, you’re setting yourself on course to improving your chances of staying ahead in the market.

Why traditional strategy is outdated

Normally, a traditional strategy process would look like this:

The essence of the above process is to create and implement a stable plan of action. In fast-paced markets, companies often get stuck in the plan-and-execute mindset, leaving them with cumbersome strategy papers that few people ever read – or understand – and which are already outdated when they are ready to be implemented. Quite simply, in a classic strategy process the vision and the strategy are disconnected from implementation. Adding to this, the traditional plan-and-execute process will most likely leave you with a strategy somewhat similar to your nearest competitors. If you want to differentiate your business, you must cater for the unexpected and be able to move with speed.

How to plan for surprises

Introducing surprise in strategy is a social process based on the collective intuition of the organisation. With a starting point in the vision, the teams develop strategic experiments, utilising the diverse perspectives of your organisation to quickly ideate potential futures, shining a light on unforeseen opportunities. Always considering the blindspots that different perspectives reveal, and instilling a sense of adaptation that allows the teams to iterate ideas, react, and change fast. Doing this fosters collaboration and strategic ownership, and it shapes and transforms the strategy with new insights constantly.?

In today's fast-paced, volatile market it is becoming increasingly important that businesses develop the ability to surprise the market over and over again. This is done by embedding mechanisms of collective intuition, imagination, and experimentation in the process. Enabling the organisation to do quick experiments and rapid adaptations is central to having the right strategic flexibility to succeed in unstable settings. Especially when surprises appear. These experiments should facilitate conversations about possible futures and be condensed enough to be executed and analysed in a short time frame.

Briefly put, a strategy process that caters to surprises has three key elements:?

1. Establish a collective intuition
2. Imagine possible futures?
3. Experiment at speed

Surprising business impact

A strategy process that increases the likelihood of surprises requires an open mind. You never know what you might find during the process or what the final result will be. Maybe you will find opportunities for a new experimental business model, the next big service offering or a new product that revolutionises your industry… But sometimes it’s less flashy, but not less valuable, if you learn that you are on the right track with your strategy. But at least, you can rest more easily knowing that you have explored multiple possible futures – and getting a surprise or two along the way has never led to a worse strategy.

And finally, developing a new strategy is an exciting and sometimes frantic process with a big impact across your organisation. Do remember that to exploit the unexpected, teams must react in calm and decisive manners, and this is most likely to happen in a well structured process. Embedding mechanisms of surprise in your strategy and implementation process will allow you to make truly surprising moves, differentiate your business and engage your organisation in meaningful new ways throughout the strategy process. Expect the unexpected, and keep calm.

I’m curious to hear your thoughts. Feel free to comment or reach out directly to me with any feedback.