Strategic reversals are quite commonly failures of execution: a strategy is abandoned out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results; or, its focal point is allowed to drift over time. To navigate a strategy, one must maintain a balance between strategizing and learning modes of thinking.

1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
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From Strategy to Practice
Olivier Serrat
2013

2. On Strategic Reversals
There is a widespread perception that strategic reversals owe
to strategic miscalculations: the strategy was not sufficiently
perceptive, imaginative, or visionary; alternatively, it was too
much of a good thing.
But the truth is that strategic reversals are quite commonly
failures of execution: a strategy is abandoned out of
impatience or because of pressure for an instant payoff before
it has had a chance to take root and yield results; or, its focal
point is allowed to drift over time.

3. On Strategic Practice
To draw a strategy is relatively easy; to realize it is difficult. This
is because execution is both a macro and a micro exercise. One
must adhere to a disciplined, yet open, unremitting habit of
systematically reviewing, evaluating, prioritizing, sequencing,
managing, redirecting, and even canceling related initiatives.
Despite worldwide attention to strategic planning, the notion
of strategic practice is surprisingly new. Strategic practice is not
an action or a step: it is a process that is characterized by
concern for the efficiency and effectiveness of strategists, not
just organizations, and rests on more people than strategy
formulation.

4. On Strategic Practice
Given an approved strategy, strategic practice connects
to both linear and lateral thinking in building, organizing,
and working teams; appraising options; creating support
mechanisms; assigning and holding responsibilities and
accountability; choosing the right metrics; planning
delivery; monitoring results; evaluating performance;
and managing stakeholders and communications.

5. On Strategic Practice
Strategy as practice relates directly to managerial activity. There
are exciting moments in this, such as the grasping of situations,
the begetting of ideas, and the identification of opportunities.
But, there is also daily fare, e.g., the routine of planning and
budgeting, the sitting in committees, the drafting of
documents, the making of presentations, etc. Here, attention to
detail counts for more than foresight: at all times, questions of
suitability, feasibility, and acceptability must be asked and
answered; it is best to factor in smaller steps, celebrate
accomplishments, and move sequentially.

6. Strategy as Practice
To practice a strategy, one must maintain a balance between
strategizing and learning modes of thinking. This is achieved by
more skillful, ambidextrous action within an environment, in
which the pressure to make sense of emerging, complex
situations is balanced by adaptive learning.

7. Navigating a Strategy
Strategizing involves a vision, a goal, a blueprint for the future,
and a plan on how to get there. However, in almost any field of
human endeavor, the factors and players that interact to create
both the present and the future are complex and numerous.
They include globalization, regionalization, market forces,
natural resources, information flows, media, culture, and
governance. Since strategies are theories and theories call for
abstractions, they only apply with some degree of certainty, for
a limited time, in a few domains.
Strategizing

8. Navigating a Strategy
Learning adheres to the same principles as the process of
evolution. Pursuant to the approval of a strategy, the events
that unfold suggest new hypotheses, based on which one
decides on next steps. In a state of uncertainty, there is little
alternative to adaptation. And, only through action can
organizations and people participate and gather the experience
that both sparks and is informed by the process of learning.
Learning

9. Navigating a Strategy
Learning
Participating
Experimenting
Enabling Natural Selection
Building Capabilities
Listening to Others
Interpreting
Seeking What Works
Trusting Fate
Strategizing
Predicting and Controlling
Theorizing
Choosing Directions
Solving Problems
Challenging Others
Explaining
Seeking the Truth
Desiring the Future

10. Four Quotes
It is a bad plan that admits of
no modification.
—Publilius Syrus
Half the failures of this world
arise from pulling in one's
horse as he is leaping.
—Julius Hare
Set your course by the stars,
not by the lights of every
passing ship.
—Omar Bradley
Plans are only good intentions
unless they immediately
degenerate into hard work.
—Peter Drucker

11. Further Reading
• ADB. 2008. Reading the Future. Manila.
www.adb.org/publications/reading-future
• ——. 2009. Asking Effective Questions. Manila.
www.adb.org/publications/asking-effective-questions
• ——. 2009. From Strategy to Practice. Manila.
www.adb.org/publications/strategy-practice
• ——. 2012. The Premortem Technique. Manila.
www.adb.org/publications/premortem-technique
• Kees van der Heijden. 2004. Can Internally Generated Futures
Accelerate Organizational Learning? Futures. Vol. 36, pp. 145–
159.

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