We recently ran a workshop with a university as part of some work we are doing with it on its strategy. In one exercise, we asked those present to reflect on what it was that they found exciting about it. The results were illuminating and we were hopeful that it would enable the team to engage their colleagues more effectively in the merits of what they were proposing. However, I was surprised when one member of the team commented that the word “exciting” was an odd one to use in relation to a strategy. He’d never heard it so used before. To which my reply was “what’s the point of a strategy that isn’t exciting?”
The term “strategy” is perhaps one of the most over-used and abused words in organisations both public and private. To some it’s a kind of virility symbol, to others it reeks of business school managerialism. At its most basic, a strategy is (or should be) a carefully considered, evidence-based plan for allocating an organisation’s resources in the most effective way possible to secure a desired end.