Business is a democratic game because others — customers, rivals, suppliers, society — also have a say. Like us, they make moves, forcing us to adapt. This is why plans — however well made — rarely survive contact with reality. We need to adapt and that requires making better choices throughout the organisation.
Stable v Dynamic
We can choose to see the world as stable, with lots of certainty — where what worked yesterday somewhere else will work here today. In this stable world view, the tactical level is merely the execution of a strategic plan, controllable and measurable with KPIs.
Or, we can recognise the world as a dynamic, uncertain place — where we must continually understand the flow of events around us and adjust. In this dynamic world view, the tactical level is where strategy is tested — with observations about what’s working, and what’s not, fed back into the strategic thinking process.
Strategic thinking informs the choices we make when interacting with others. But these interactions also provide rich information that enables us to discover better ways of seeing and acting — closing the gap between our hypotheses and reality. Strategy guides tactical action — but tactics inform strategic thinking.
Fixed v Flow
A constant flow of rich information from the tactical level drives the entire strategic thinking process from the top down — enabling us to respond better to user needs, rival moves, or market changes. Organisations adept at using tactical information learn quicker what’s working, what isn’t and why.
Tactical level information flowing back into the strategic thinking process informs us whether we need to concentrate our aims, widen them, or change them completely. Weak strategists ignore these signals if they contradict their overly-detailed, expensively constructed strategic plans.
But strong strategists — able to move through the Hierarchy of Strategic Thinking effortlessly — embrace new insights. They use them to adjust their priorities, refocus their aims or refine the action they’re taking — doing more of what works, and less of what doesn’t.
Better action starts with: agreeing what we’re trying to achieve (missions), understanding where to focus (awareness), deciding why we’re making these moves (strategy) and how we’re going to do it (operational art). Then we act — crossing the wild and unpredictable river one stepping stone at a time — adapting as we go.
Quick Test
Think about the last time frontline talent learned something new from users or rivals. What happened next?
If the latter, your organisation is failing to learn as it goes. External changes will disrupt you sooner or later.
What Next?
The concluding part: developing leadership awareness.
To follow this series join the Telegram channel t.me/wardleymapping
Or subscribe to the blog https://powermaps.net/blog
If you found this post useful consider sharing it with others.
And if you’d like to think and act strategically in your organisation explore more here: https://powermaps.net
Stable v Dynamic
We can choose to see the world as stable, with lots of certainty — where what worked yesterday somewhere else will work here today. In this stable world view, the tactical level is merely the execution of a strategic plan, controllable and measurable with KPIs.
Or, we can recognise the world as a dynamic, uncertain place — where we must continually understand the flow of events around us and adjust. In this dynamic world view, the tactical level is where strategy is tested — with observations about what’s working, and what’s not, fed back into the strategic thinking process.
Strategic thinking informs the choices we make when interacting with others. But these interactions also provide rich information that enables us to discover better ways of seeing and acting — closing the gap between our hypotheses and reality. Strategy guides tactical action — but tactics inform strategic thinking.
Fixed v Flow
A constant flow of rich information from the tactical level drives the entire strategic thinking process from the top down — enabling us to respond better to user needs, rival moves, or market changes. Organisations adept at using tactical information learn quicker what’s working, what isn’t and why.
Tactical level information flowing back into the strategic thinking process informs us whether we need to concentrate our aims, widen them, or change them completely. Weak strategists ignore these signals if they contradict their overly-detailed, expensively constructed strategic plans.
But strong strategists — able to move through the Hierarchy of Strategic Thinking effortlessly — embrace new insights. They use them to adjust their priorities, refocus their aims or refine the action they’re taking — doing more of what works, and less of what doesn’t.
Better action starts with: agreeing what we’re trying to achieve (missions), understanding where to focus (awareness), deciding why we’re making these moves (strategy) and how we’re going to do it (operational art). Then we act — crossing the wild and unpredictable river one stepping stone at a time — adapting as we go.
Quick Test
Think about the last time frontline talent learned something new from users or rivals. What happened next?
- Did the organisation adjust quickly?
- Or, did it kick it down the road to the next strategy and budget planning cycle?
If the latter, your organisation is failing to learn as it goes. External changes will disrupt you sooner or later.
What Next?
The concluding part: developing leadership awareness.
To follow this series join the Telegram channel t.me/wardleymapping
Or subscribe to the blog https://powermaps.net/blog
If you found this post useful consider sharing it with others.
And if you’d like to think and act strategically in your organisation explore more here: https://powermaps.net
