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Video · Deciding what to build

A Plan Is Not a Strategy

Roger Martin on why a list of planned activities isn't a strategy, and why the comfort of planning is exactly the problem.

Roger Martin in a blue jacket against a green background, with the title "Quick Study: A Plan Is Not a Strategy" and the Harvard Business Review wordmark.Watch on YouTube ↗ (opens in a new tab)

Roger Martin separates two things most organisations blur. Planning is about what you control: costs, resources, headcount. Strategy is an integrated set of choices about where to play and how to win, and it depends on customers you don't control. That's why planning feels comfortable and strategy doesn't. His Southwest Airlines example shows a coherent set of choices beating competitors who were only planning to take part.

Nearly every AI programme I see starts with a plan. A list of pilots, a budget, some dates. Martin's ten minutes explain why that list tells you almost nothing about whether any of it will matter.

A strategy makes a bet about the outcome and lays out its logic, so you can see when the evidence turns against it. A plan lists the activities you control. That's why plans feel safe, and why they rarely say what you will leave alone.

The same test works on any AI roadmap. Ask what choice it makes, what it deliberately doesn't do, and what would have to be true for it to win. If every answer is another activity, you have a plan.

Highlights

  • A strategy is an integrated set of choices that positions you to win, not a list of things you plan to do.
  • Planning feels comfortable because it covers what you control. Strategy is uncomfortable because customers decide the outcome.
  • Lay out the logic of your bet, then watch for the evidence that says you were wrong.

From the transcript

A strategy is an integrated set of choices that positions you on a playing field of your choice in a way that you win. Planning does not have to have any such coherence.

Strategy

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