The uselessness of strategic frameworks

August 11, 2010 § 3 Comments

I now understand why they can mean gibberish. Not that they are, but they mean gibberish more of the time. They are maps. To nowhere.

They can mean gibberish because how can anyone tell you how to get something when you don’t know what that something is? Intent is everything. Once the intent is clear, not clear as an articulation or an idea, but clear from everyone’s whole being, whole energy, whole everything, strategy will fall into place. Everything will come together. Like one author put it beautifully, the universe will conspire to help you.

When they give us cases to solve, sure they say the firm wants to this and this and this. Grow market share, increase profits, cut costs, and yeah they ask us what are the issues. Damn, the only issue is that the people in charge – the head, or the upper management (somehow I don’t like to use ‘top’ management) as a group does not simply know what it really, really, wants. Intent cannot be created. It has to be discovered.

So how can consultants help? How can someone outside a company help a group of people who don’t know what they want?


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§ 3 Responses to The uselessness of strategic frameworks

  • gotham says:

    If we are to consider “firms” in particular, then I dont think they lack ‘intent’ when they call for consultants. I dont think they ask for a whole “five-year-plan” from you. Yes, they do ask u for some analysis on a particular bottleneck or part of their strategy, and that too coz u are better than them at it (at least for yr sake, they think so 🙂 ).
    True that, had they done the work themselves, they’d probably end up with bettr solutions (coz its their firm and they know it inside out!! ), but then (as I realise now) an awesomely large portion of the world market thrives on ‘providing ease and convenience’ and so those who can afford such services, do so.

    Do correct me if i’m missing the point here.

  • Hi,

    Thanks for your input.

    Yes I understand that consultants are needed to bring in that ‘outside perspective’ because when one is deeply involved in a problem, one can’t see some aspects of it.

    I was just thinking that its not always easy to know what a company really wants, and that is what makes the job really difficult.

  • gotham says:

    I agree. Many a times the requirement is just very generalised and its tuff to act without specefics.

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