A regular discussion topic when working on Strategy Deployment with the X-Matrix and TASTE is the difference between strategies and tactics. It’s not unusual for items to bounce between the two as people debate the various relationships and characteristics. Similarly, strategies and aspirations get confused, as do tactics and evidence. A warning sign is often when people want to place the same thing in multiple places, which isn’t a helpful conversation.
Development and Deployment
Related to this is the difference between strategy development and strategy deployment. I’ve already described my definition of strategy deployment as “any approach where the solutions emerge from the people closest to the problem”. Given that, strategy development is the identification and articulation of the “problem” (where a problem could also be an opportunity!).
So at a high level, the Strategy is about focusing on a specific “problem” (and hence not focusing on others), and the Tactics are about the “solutions” that are implemented as a result. On the X-Matrix I describe strategies as “the guiding policies that enable choice”. I describe Tactics as “the coherent actions we should take”. Both of these are building on Richard Rumelt’s concept of the Strategy Kernel.
Another way of making the distinction is using Henry Mintzberg’s definition of strategy as a “pattern in a stream of decisions”. From this perspective, the strategy is the pattern (and the guiding policies that form it). Thus the tactics are the decisions (about coherence action) themselves.
In other words, a Strategy is Developed, and Deployed through Tactics. It’s also worth noting that all of those are entangled, it’s not a linear or a top-down process.
Going into a bit more detail, there are five factors which we can consider to help distinguish between strategies and tactics. These are all inspired by Russell Ackoff in his 1990 article on Strategy.
Scope
Strategies tend to be more global, while tactics tend to be more local. Therefore, a strategy is more likely to be at an organisational, or product scope. A tactic is more likely to be at a department or team scope.
Time
Strategies tend to be more long-term, while tactics tend to be more short-term. Therefore, a strategy is more likely to relate to change over years. A tactic is more likely to relate to change over weeks or months.
Magnitude
Strategies tend to be larger endeavours, while tactics tend to be smaller endeavours. Therefore, a strategy is more likely to involve more resources (people, money etc.). A tactic is more likely to involve fewer resources.
Outcome
Strategies tend to be more about effectiveness while tactics tend to be more about efficiency. Therefore, a strategy is more likely to focus on doing the right things. A tactic is more likely to focus on doing things in the right way.
Fractal
Lastly, strategies tend to be lagging while tactics tend to be leading, and like lagging and leading indicators, they are always relative. Something could be tactical at a team level because it is part of a larger, longer-term organisational strategy. At the same time, that could also be strategic for the team because it guides their smaller day-to-day decisions.
It’s this last point that means that Strategy Deployment can start anywhere in an organisation. As a team works out its strategy, it can look upwards and outwards to see how that relates to the wider strategies.
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