# Rethinking Strategy: Play to Win for Long-Term Success
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Chapter 1: Strategy as an Ongoing Journey
In the world of business, a common misconception is that strategy serves solely as a pathway to achieve long-term objectives. However, this perspective is fundamentally flawed. The reality is that we must secure victories to keep progressing in our endeavors.
Every startup, regardless of its size, will eventually evolve into a full-fledged business entity, necessitating a robust strategy. Yet, many entrepreneurs mistakenly view strategy as merely a stepping stone to fulfill their aspirations—a dangerous misunderstanding.
Imagine yourself in a unique car race. The rules are unconventional: you never know when the race will conclude, and your goal is not just to outpace your competitors but also to continuously enhance your vehicle. You can’t afford to pause for upgrades while your rivals forge ahead, and every modification must enhance your car's performance.
This scenario mirrors the responsibilities of any CEO or entrepreneur. The question arises: is it more important to steer the vehicle or to implement technical upgrades?
There are three significant pitfalls in viewing strategy solely as a route to long-term objectives:
- Unlike in sports, business leaders are constantly competing and preparing at the same time.
- By labeling strategic efforts as "tools," we diminish their importance.
- Daily strategic thinking is crucial—not something to be revisited only a few times a year.
Section 1.1: The Athletic Perspective on Strategy
"As long as there are games to play, it is not over." — Alex Ferguson, former Manchester United coach
When observing an athlete triumph at the Olympics or a football team clinch a victory, we only witness a fraction of their journey. Athletes dedicate years to training and strategizing for fleeting moments of success. For them, strategy is essential for preparing for the ultimate goal: competing at significant events.
Although sports and business share similarities, they diverge in important ways:
- Athletes must overcome their opponents, while businesses focus on satisfying their customers.
- Athletic competitions are singular events requiring intense concentration, whereas businesses must prioritize customer engagement continuously.
As Simon Sinek articulates, "In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. In infinite games, such as business or life, the players come and go, the rules evolve, and there is no definitive conclusion."
While athletes eventually retire from their sport, business leaders must adopt a long-term mindset that prepares their companies for sustained success beyond their tenure.
Subsection 1.1.1: Understanding Strategy Beyond a Tool
"The principle of planning does not lie in the plans that it produces but in the process of producing them." — Russell Ackoff
The language we use matters significantly. Referring to strategy merely as a "tool" diminishes its importance. For athletes, rigorous training and preparation are essential; without them, victory is unlikely.
Conversely, ongoing strategic thinking is vital for executives and entrepreneurs. Crafting a strategy is not just a periodic task but an essential function. Many business leaders wrongly assume that their primary goal is to generate profits or reach ambitious milestones. While these objectives are important, they do not encapsulate the essence of what strategy truly represents.
An average sports coach aims for a single game victory, while a good coach aspires to win tournaments. A great coach focuses on building a cohesive team that, despite occasional losses, will ultimately prevail over time. This aligns with Jim Collins’s idea of a "great company built to last."
In an infinite game like business, leaders should not perceive strategy as a preparatory phase for reaching a specific future goal. Instead, they must view strategy as a continuous process of refining and improving the business. While setting objectives and celebrating achievements is vital, the journey itself holds equal importance.
Section 1.2: Daily Strategic Engagement
Some experts argue that we operate in a WUCA, BANI, or even TUNA world, emphasizing that strategy is not a static three-year plan. Regular updates are necessary, but that’s only part of the equation.
As a strategy consultant, I have often seen C-level executives regard strategic discussions as distractions from "real business." They frequently ask, "When will we stop planning and start executing?"
William Edwards Deming is closely associated with the PDCA (Plan-Do-Check-Act) cycle, which has gained popularity among managers. While planning precedes action in many contexts, this approach often overlooks the complexities of strategy.
Strategy is inherently multifaceted; no matter how well we plan, unforeseen challenges will arise. Therefore, we must engage in planning and execution concurrently. By framing strategy as merely a means to an end, we risk instilling in our teams the misconception that they can pause strategic thinking in favor of execution.
In reality, strategy should be woven into the fabric of our daily activities.
Conclusion
Strategic thought and the act of strategizing have intrinsic value. To paraphrase Dwight D. Eisenhower, while strategies might be ineffective, the act of strategizing is indispensable.
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