Saturday, May 26, 2012

Setting Strategic Direction (Part Three - Tactics)

The following is being posted as Part Three of a THREE Part series. It comes from an original article called, "Setting Strategic Direction: Vision, Strategy, and Tactics" by Stever Robbins *. The full article on his website can be seen at

PART Three - After the Vision and Strategy ...

The tactics
Tactics are limited in scope, typically just to a part of the company. They’re shorter term than a strategy. They involve executing given the existing capabilities and resources of the company. Unlike strategy, tactics generally work within the current organization structure, rather than changing the organization. Tactics say, “We’re on the south path. Let’s travel two miles today.” Your tactics probably won’t work unless they’re generated from a strategy that lays out a consistent philosophy for how your company will compete/win/attract customers in today’s market.

Your “moments of truth” are those moments in time when you build traction and momentum. For example, a moment of truth in creating a quality-driven organization might be when the CEO refuses to ship a poor-quality product, even though it will hurt quarterly numbers. Moments of truth always happen during a tactical action. That’s why you need a vision and strategy—without them, people won’t have the guidance to ensure they can move the company forward in that moment.

Your strategy also helps you find your moments of truth. If your strategy involves locking up important distributor relationships, your moments will involve reputation and relationship building, creating the perception of value to the distributors, and establishing negotiating leverage to capture an exclusive relationship. If your strategy is to be a low-cost provider, moments of truth might be times when opportunities for efficiencies arise, or incidents where you can encourage a “continuous improvement” mindset in your team.

At the end of the day, your vision and strategy only exist to drive tactics. And often, the most significant tactics are those moments of truth whose effects are far-reaching. When your vision sets direction and your strategy ties it to your current situation, they provide a compass for everyone in your organization to follow for years to come.

WHAT ARE YOUR THOUGHTS on the development of a TACTICS?  Please add your comments to this post. Please take a few moments to read the first two parts to this series, if you have not already done so!

* Stever Robbins <>  is an executive coach who helps executives and CEOs grow their business and chart their careers and lives. He is a serial entrepreneur, the author of Get-it-Done Guy's 9 Steps to Work Less and Do More <> , host of the #1 iTunes business podcast The Get-it-Done Guy, <>  and an adjunct lecturer at Babson College. You can find him at

No comments:

Post a Comment