The strategy fad trap

❌ This trap is when strategies are a celebration of distracting, shiny things, rather than being centred, simple and smart. They are distorted toward the preferences or latest pet projects of a leader. They generically include ideas like innovation and technologies like AI without grounding. They may feature sexy-sounding initiatives while lacking adequate thought, preparation or cultural readiness.

✅ In contrast, a solid strategy prioritises what truly matters. There’s either not one fad in sight or, if there is, there’s a clear rationale for why it made the cut. The strategy features cohesive choices that have simplified complexity. Superficially compelling ideas have been bypassed in pursuit of real outcomes and impact. This prioritising of execution over excitement means real progress can be made and measured.

🪩 An example to illustrate is AI. Few leadership teams will develop their next strategy without considering the impact and use of AI on their competitive advantage...as they should. A weak strategy will include AI as the latest shiny toy because...apparently our stakeholders will like that? A solid strategy will challenge the relevance of AI in light of the specific problem being addressed and the other choices being made. It will also make clear the difference between AI as a strategy and AI as a tool. (Power to those willing to wrestle with that difference.)

💡It's good to watch out for jazz hands when developing a strategy. In the thick of crafting a strategy, distractions can be surprisingly hard to spot. To avoid the fad trap, challenge whether you’re about to include (or you’ve already included) vanity strategies. They are strategies you’re not yet ready for – and may never be. If shiny things have crept in, cut them. Don’t keep them by rewording them. Cut them. Then, revisit the logic that influenced them being included. If there’s a kernel of goodness in an otherwise popcorn concept, find that and build something meaningful from there.