I saw a “tweet” today asking Robby Slaughter of Slaughter Development to define tactics and strategy. This is a topic that’s near and dear to Creo Quality.
Robby responded with an article on the topic “Choosing Tactics or Strategy”. Here are a couple excerpts:
A successful organization needs both a grand plan and everyday victories. Yet, if an employee is struggling to complete all of their work or is mired by inefficient procedures or policies, listening to the CEO talk vaguely about his dreams for the company will probably demoralize rather than inspire. Thinking big is important, but a sweeping vision will never materialize if everyday tasks are not done quickly and correctly.
Sometimes companies do need a strategic plan with broad objectives and targets measured in years and major initiatives; however before an organization can think big, it must be able to successfully achieve small tasks completely and efficiently. Large sweeping changes will flounder and likely fail if the everyday details are not in order. An emphasis on tactics—and especially on empowering individuals to take charge of their workflow—not only increases productivity, but helps build stakeholder satisfaction.
Robby is correct, except it should be “tactics and strategy” not “tactics or strategy”. In my experience, there are too many tactics and not enough strategy. Why is this the case? My suspicion is one of two things:
- Executive leadership defines a vision so grandiose and vague that it becomes difficult, if not impossible, to execute. Basically, big strategy with little regard to tactics.
- Executive leadership believes they are being strategic but really are purely tactical.
Dream big. Have those BHAGs (big, hairy, audacious goals). But be sure to come down closer to Earth to develop a sound strategic plan and then execute with tactics that are within your team’s capabilities.
Remember:
Strategy – Core directional choices that will best move you toward your hoped-for future
Tactics – Specific actions that will best implement your strategies.
If you are still stuck, contact Slaughter Development to help you with tactical plans and contact Creo Quality to help with strategic plans.
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Thanks for the comments, Jon!
You are right that every organization has to deal with tactics AND strategy. But our point is that if you need help from a consulting group, you should really pick someone who is an expert in strategy (like Creo Quality for the medical device industry) or someone who is an expert in tactics (like Slaughter Development for front-office operations.)
You are also right that too often there is not much balance. It’s hard to tell whether companies are more focused on tactics or strategy. Perhaps it’s more poignant to note that companies are focused on *working* more than they are on anything else. If you’re putting out fires each day, you must be getting something done, right?
A superior approach is to be able to think strategically and tactically. But you’ll never be able to think strategically unless you understand your market and your industry. You’ll never be able think tactically unless you have the time and perspective to do so.
Keep up the great work!
Robby – It’s like you are reading my mind. Firefighting is never a good mode to be in, yet so many companies do nothing but.