To demonstrate how better strategic thinking leads to more successful action, I’m going to show how the Hierarchy of Strategic Thinking (HST) can be applied across very different situations.
This example is about competing against a larger, better-resourced rival.
Owners set the aim — to survive and grow in a market dominated by a giant rival — and give leaders a clear mission: find and win customers the giant cannot or will not serve (grand strategy).
Even dominant players leave gaps — user needs that remain unmet, representing under-served markets. Some of these are small today but will grow if properly served (situational awareness).
Move into those gaps fast: experiment, continually refine with user feedback, aiming to build loyalty that’s not easily usurped by others (stratagems).
Non-core components are bought or outsourced to preserve focus. Small teams of builders and commercial operators work together, producing prototypes and using customer feedback to decide what to scale and what to drop (operational art).
Work happens in short cycles. Teams test, learn, and adapt in direct contact with customers — doubling down on what works and learning from what doesn’t (tactics).
If the giant moves into our space, we withdraw and redeploy into new under-served areas rather than being drawn into direct competition where we lack the resources to win (adapt).
This is what the HST provides: a clear path from strategic intent to coordinated action — enabling people to identify and make better moves as the situation unfolds.
If you want to explore how to deploy the HST in your organisation — get in touch.