CBI 121 2024
Check it against these five disqualifiers and you know.
In his 2022 book, “The Emergent Approach to Strategy,” Peter Compo outlines a refreshing and complete approach to strategy and execution. As part of this approach, in Chapter 8, he defines five dis-qualifiers of strategy that help you recognize whether a strategy is really a strategy—or merely a set of numbers, wishes and phrases.
These are the five dis-qualifiers of strategy:
The OPPOSITE Dis-qualifier
→ Is the opposite of the statement absurd?
If so: At best and aspiration, but very possibly a cliché or truism
Example: “We have a low-cost strategy” → Opposite is a high-cost strategy, which is absurd.
The NUMBERS Dis-qualifier
→ Does the statement include numbers or dates?
If so: A goal or plan (if a set point, then likely a tactic)
Example: “We aim to be #1 in our industry” → A goal, not a strategy.
The DUPLICATE Dis-qualifier
→ Is the statement the same as the parent strategy?
If so: Truism that adds no information
Example: Corporate strategy is “We focus on usability,” Business unit strategy is “We focus on product X’s usability” → BU strategy simply replicates corporate strategy.
The EXCLUDED Dis-qualifier
→ Is there any part of the system to which the statement does not apply?
If so: Not unified
Example: “Standardize and simplify our services,” but keep one or few types of services where this does not apply → Perhaps a partial strategy, but not one that applies to the organization as a whole.
The LIST Dis-qualifier
→ Is the statement a list?
If so: Likely not unified, missing real-time guidance, or lacking trade-offs
Example: “We target X, Y, and Z” → Even if X, Y and Z are consistent, the logic and the story telling how they hang together are missing, while that would be the actual strategy.
Now look at your organization’s strategy with all five disqualifiers in mind. Consider them one by one. How many of them apply to your strategy? And, more importantly, what can you do about it?
