This is not a post on the elusive definition of strategy - or Strategy (with a big "S") vs. strategy (with a small "s") or Strategery or any of the other silliness that surrounds this term.
I like to think of the relationship between Strategy and Execution as a "What Sandwich" or, more specifically, a sandwich comprised of "What" needs to be built, that lives between 2 slices of "How" objectives will be achieved and "How" the features and functions will be executed.. The sandwich is made like this:
I'll leave the deeper question of "Why" for another time or other minds.
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This article is really impressive and very much interesting. The sandwich example is really amazing. Thanks for sharing those information it can really help. Keep it up.
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ReplyDeleteAn hungry mouth is the "Why"... The What sandwich is fulfilling a need: the "Why"
ReplyDeleteI like your “sandwich” concept. It defines a simple approach for strategic marketing. It is amazing how you can link the two major factors in marketing planning by filling them the “experiences that are going to be developed” section. But there’s one thing I want to add as “dressing” to your sandwich—the statistical data that can prove the effectiveness of the plan.
ReplyDeleteWilber Barbosa
Like it. To step away from the sandwich metaphor. There are two areas where data is most appropriately leveraged - upstream as a means of informing or driving a strategy & execution and, as you point out, downstream as part of the assessment of a program's effectiveness.
ReplyDeleteI think the sandwich metaphor holds for the upstream use of data, as the dressing tends to go either on underside of the top piece of bread (Strategy) or on the topside of the meat (Features & Functions).
Not sure the metaphor holds for the downstream data (dressing on the bottom of a sandwich?). Regardless, you make a great point about the importance of data.
Thanks!
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