I am often asked about strategy, execution and the relationship between them, and I ended up explaining the issue in an e-mail today. After reading the e-mail again, I figured it was generic enough to be widely shared, so here goes…

Rule # 1- No need for “VP of Strategy”: strategy is so well embedded in the organization operating system that outsourcing it to a VP of strategy is hardly ever a good idea. The rationale is clear: when you are not making/selling/marketing anything, your strategic ideas will dwindle or become disconnected from the company reality. Say you promoted your bright director of product marketing to be the VP of strategy—sooner or later she will lose the source of inspiration she had, which was the constant work with customers and partners and the actual creation of the product and will not be able to impact strategy as she did before.

Rule # 2- Strategy is the business of the CEO: Continue reading “Five practical rules on strategy and execution” →