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STRATEGY

Writer: Yanina Klimenko, Ph. D.
Yanina Klimenko, Ph. D.
2 hours ago
4 min read

The 5 of July 2025


Three questions to ask yourself before setting up a strategy


Contemporary science offers us several definitions of strategy. I would keep the following one: a coherent set of decisions that target high-level challenges through the use of resources and opportunities in an uncertain environment (Kalifa, 2020). The process of executing the strategy is similar to the strategic decision-making process, put into action through program development, as well as the deployment of budgets and procedures (Wheelen, 2008). According to Kalifa (2020), strategy has the following characteristics:


  

  • Is it ambitious? Because it’s not easy to achieve on the scale of an organization;


  • Does-it shift power? Internally, by focusing resources on the needs of the strategy, and externally, by gaining a competitive advantage;


  • Is it directive? Because it guides choices within the decision-making structure;


  • Is it systemic? Because its implementation involves the whole system;


  • Is it intentional? Because it has to be carried out according to a careful planning.

 

One of the definitions of organizational change presents it as the development and strengthening of strategies, structures, and processes with the goal of improving organizational effectiveness (Waddell et al., 2011). So, it's possible to see links between a strategy and a change (Zubac, 2021), since a change doesn't happen just for the sake of existing (at least, it shouldn't), but rather to help the organization improve and reach its objectives, which were previously defined by the strategy (Kathuria et al., 2007).

 

This little scientific introduction sets the stage for some fundamental thinking. Before we dive into setting up a strategy, let's ask ourselves these three questions. The answers should be positive:


  • Can I visualize my strategic goal?


  • Can I clearly explain to the people who depend on me or are around me why I need to get there?


  • Am I aware of the sacrifices needed to reach my goal?

 

Why do the answers have to be positive? The answer to the first one helps you choose your means wisely, the second — to keep (and maybe pass on to others) the desire to do it, and the third — to keep your word. Let's take a closer look at the answers in terms of the nature of strategy and change:

 

1. My Strategic Goal


I certainly wouldn’t be the first to say that the world is becoming more and more complex and even unpredictable. Since strategy is systemic, all of your employees and a large part of your clients will be affected. By deciding to implement a strategy, you are deciding to change the status quo in an unpredictable and uncertain environment. What happens if the partnerships, funds, levers, and foundations that exist today let us down in a few months, when your goal would be realized? To what extent will the importance of achieving the goal be balanced with the actual improvement of your organization: will your goal still increase your efficiency in a year or two?

 

Try to describe the moment when your goal is achieved in as much detail as possible. What the definition of change presented here doesn’t explicitly say is that a change will disrupt the status quo of your colleagues and teams. Since a strategy is directive and shifts resources and power, it’s quite possible that it will create new winners and new losers in your organization. In the case of a negative reaction from the losers, would you still be able to reach your goal and increase efficiency? Would your goal then remain the same? The image of the moment when your goal is achieved will guide you in responding to several challenges raised.

 

2. Why do I need to go there?


The clearer your vision of the goal is, the better you can explain it and communicate it to others. Since a strategy is ambitious and systemic, it’s your entire organization—or the teams under your supervision—that will spring into action. The bigger your organization, the higher the number of perspectives, opinions, understandings, and perceptions about your strategy.

 

Transferring an idea from our mind to the outside world through language comes with its own accuracy challenge. Try this exercise: explain your idea out loud to someone (or just say it to yourself). Even if your reasons are well-articulated in your mind, you'll notice that once they’re put into words, they suddenly aren’t very clear. Especially when talking about a strategy. Addressing high-level issues, you inevitably float into abstraction in some spots…

 

How do you explain to the people around you why it makes sense for them to walk alongside you? Is carrying out the strategy a necessity for you? And for them? How do you reconcile their needs and perspectives with yours and show the necessity?


3. Sacrifices


The more ambitious your strategy is, the more you’ll have to invest resources of different kinds (time, money, reputation, and more), and the more sacrifices you’ll be called on to make. Are you ready for that? Especially in our unpredictable world of today? You might think, well, I’ll give it a try, and if it doesn’t work out, oh well, it’s no big deal. But it doesn’t work that way. The moment you announce or start involving people in the strategy, you immediately pay with your credibility and reputation. Why? Because you’re creating expectations. Plus, the people around you will remember it next time, when in a few years you ask them to take part in implementing another… unfinished strategy. We often hear that there are only 24 hours in a day, but if you’re the one driving the strategy, know that sacrifices are inevitable. Choosing and planning a strategy is, however, intentional.

 

Here are some thoughts about the strategy. What’s your opinion? Share your thoughts or experiences!

 

Klimenko, Y. (2025, juillet 5). Stratégie, STAV Services Conseils STRATÉGIE

 

Biblliography

 

  1. Kathuria, R., Joshi, M.P. and Porth, S.J. (2007), “Organizational alignment and performance: past, present and future”, Management Decision, Vol. 45 No. 3, pp. 503-517.

  2. Khalifa, A.S. (2020), “Strategy, nonstrategy and no strategy”, Journal of Strategy and Management, available at: https://doi-org.acces.bibl.ulaval.ca/10.1108/JSMA-04-2020-0092

  3. Waddell, D.M., Cummings, T.G. and Worley, C.G. (2011), Organizational Change: Development and Transformation, Asia Pacific, 4th ed., Cengage, South Melbourne.

  4. Wheelen, T.L. and Hunger, J.D. (2008), Strategic Management and Policy, 11th ed., Prentice Hall, Upper Saddle River, NJ.

  5. Zubac, A., Dasborough, M., Hughes, K., Jiang, Z., Kirkpatrick, S., Martinsons, M.G., Tucker, D. and Zwikael, O. (2021), "The strategy and change interface: understanding “enabling” processes and cognitions", Management Decision, Vol. 59 No. 3, pp. 481-505. https://doi-org.acces.bibl.ulaval.ca/10.1108/MD-03-2021-083The strategy and change interface: understanding “enabling” processes and cognitions | Emerald Insight

 
 
 

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