The typical annual strategy planning process is like enduring a taser to the genitals for two whole months.
No one enjoys it.
• Most CEOs hate it. Many CEOs have a very strong opinion on strategy and see it as their job. But most know strategy won't get executed without broad buy-in.
• Most CFOs hate it. They know annual strategy is where ideas are translated into budgets, KPIs, dashboards, and board of directors decks. But most CFOs are career finance folks, without real operating, cross-functional, or front-line experience, so many feel unsure of their ability to weigh in and provide input.
• Most salespeople hate it. They know every year (without fail) that whatever sales targets are presented in pretty PowerPoint slides won't help them sell-and will always increase their targets. In reality, they wish they could play the pirate-y "Strategy Shots" drinking game every time someone says "stretch goals."
• Most marketing people hate it. They know no matter how slick and savvy their presentations are, the shadow of the famous John Wanamaker quote, "Half the money I spend on advertising is wasted, but I don't know which half" hangs over their heads.
That's because all of the above is not strategy planning-it's budgeting disguised as planning, all viewed through the narrow lens of last year's spreadsheet. It's a cycle of insanity and everyone, from the CMO to the engineering team, goes through the same mental gymnastics.
This nonsensical hoop-jumping is the Annual Strategy Planning Trap.
In this "mini-book" you will learn:
• What perpetuates the Annual Strategy Planning Trap so you can recognize the cycle and break out of it
• Why too many executives fall prey to the Competition Obsession Disease and think strategy planning is about competing, not creating
• How the smartest entrepreneurs and VCs in Silicon Valley use a category strategy to lead the agenda in a space
• How to use the Category Strategy Chessboard framework to evaluate your business strategy in the context of category design to force honest conversations and help you focus on the right actions
• Why Category Kings apply a "Be Different"strategy vs a "Be The Winner" or a "Be The Best" strategy, with case studies and examples from Tesla, Toyota, BMW, and more.
Short, sweet, and jam-packed with incredibly valuable insights, this "mini-book" will help you understand what strategy your company is currently using and force honest conversations about how to "Be Different" and do worthwhile annual strategy planning.
