The cookbook doesn't serve the meals

A strategy document is not the same thing as strategic capability. In the same way having a cookbook doesn’t make you a chef.

More often than not, implementing strategy means changing something.
That change may be as simple as becoming better at something we already do. But it is still change.

With that in mind, I find it fascinating that we so often try to turn strategy into a highly detailed document, as though the quantity of detail proves how important or well considered the strategy is.

Yet much of that detail is created before we have the experiential knowledge that comes from actually making the change. As implementation begins, the operational context starts to shift. Assumptions are tested. New information emerges. Some of the detail that seemed useful at the outset quickly becomes less relevant.

The context that we work in is moving faster and faster, more complexity, more information, more unpredictability. In this environment it is more important than ever to become more adaptable to shifts in our environment.

To move from "Having a Strategy" to "Being Strategic".