strategy-doc

Write strategy that forces hard choices. A strategy that doesn't say "no" to something isn't a strategy — it's a wish list. Strategy is not goals, not aspirations, and not a list of things you want to do. It's a coherent set of choices about where to play and how to win.

The Strategy Kernel (Richard Rumelt)

Every strategy document must contain these three elements:

1. Diagnosis

What's actually going on? Name the challenge clearly. A good diagnosis simplifies complexity by identifying the critical factors.

• "Our activation rate is 23% because new users don't understand the product's value in their first session."
• NOT: "We need to grow faster." (That's an aspiration, not a diagnosis.)

2. Guiding Policy

The overall approach for dealing with the challenge. This is the big directional bet — it rules things in AND rules things out.

• "Focus entirely on time-to-first-value for solo users before expanding to teams."
• NOT: "Improve the product across all dimensions." (That's not a choice.)

3. Coherent Actions

Specific, coordinated actions that execute the guiding policy. Actions should reinforce each other.

• "Rebuild onboarding as a guided first-project flow. Remove the team invite step from signup. Add inline tooltips on the three core features. Measure activation at 'first project completed' not 'account created.'"

Playing to Win Framework (Lafley/Martin)

Structure the strategy as five cascading choices:

1. Winning Aspiration: What does winning look like? (Not revenue targets — the change you want to create)
2. Where to Play: Which customers, segments, geographies, channels? Be specific about what you're NOT pursuing.
3. How to Win: What's your competitive advantage in your chosen space?
4. Capabilities: What must you be great at to win this way?
5. Management Systems: How will you track whether the strategy is working?

Each choice constrains the next. If "Where to Play" doesn't narrow the field, it's not a choice.

Guidelines