connecteddale

Strategy Coach = Clarity + Alignment

Strategic Thinking

Strategic thinking pressure-tests a plan on four fronts: the trade-offs it's actually making (Porter), the parts trying to dodge choice altogether, the biases that shaped it (Kahneman), and whether it survives more than one likely future.

Four checks run in sequence, from the trade-off the plan is avoiding to the futures it hasn't been tested against.

1 State the trade-offs 2 Spot where it dodges choice 3 Apply the bias lens 4 Test against scenarios
Four questions that turn a wish list back into a strategy.

Reach for this when…

How to run it

  1. State the trade-offs the strategy is actually making, out loud.
  2. Look for the parts trying to be all things to everyone - that's where the trade-off got dodged.
  3. Ask which cognitive biases shaped the plan: overconfidence, anchoring, confirmation.
  4. Run the plan against two or three different future scenarios and see what breaks.

A worked example

Situation. Nikos Papadopoulos ran a metal parts manufacturer in Thessaloniki, Greece, and had reworked his five-year plan to say yes to every customer request that came in.

Applied. Asked to state the trade-off, he found he had none - he was chasing custom orders and long-run contracts with the same machines and the same three engineers.

Result. He picked the long-run contracts, quoted custom work at a price that made saying no easy, and stopped rebooking machines against each other every week.

1 State the trade-offs 2 Spot where it dodges choice 3 Apply the bias lens 4 Test against scenarios
Tomasz's plan failed at step two: it was trying to be all things to everyone.

The catch

Porter's trade-off test only works if someone in the room is willing to say the uncomfortable thing out loud - in a conflict-avoidant culture it becomes another exercise everyone agrees with. The bias lens is diagnostic, not corrective: naming the bias doesn't remove it. And scenario testing takes real time most workshops don't budget for.

If the trade-off you write down costs you nothing, you haven't found the real one.

Origin: Michael Porter; Daniel Kahneman; scenario planning tradition (Pierre Wack)