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?