Having a Strategy Is Itself a Strategy — And a Competitive Advantage
MOHAMMAD ABDUL ALIM MUNSHI, MBA, FCMA
"Shaping the Future Through Leadership, Strategy, and Transformation."
In today’s hyper-competitive and fast-evolving business landscape, many organizations are too consumed with daily operations to craft and maintain a coherent long-term strategy. Ironically, in this environment, simply having a strategy—a clear, focused, and well-executed roadmap for the future—has become a competitive advantage in itself. It sets apart companies that drift from those that drive.
1. Why Strategy Matters More Than Ever
A strategy is more than a set of goals; it is a set of deliberate choices about where to play and how to win. As Michael Porter, the father of modern strategy, stated:
"The essence of strategy is choosing what not to do." — Michael E. Porter, Harvard Business Review, 1996
In a world full of distractions and shiny trends, organizations without a clear strategy chase short-term wins and fall into reactive cycles. Those with a strategy know where to focus and why.
2. Strategy as a Rare Discipline
Despite its importance, many firms either don’t have a real strategy or confuse it with planning, budgeting, or vague aspirations.
According to a McKinsey Global Survey (2020), fewer than one-third of executives say their company’s strategy is well-aligned with its long-term goals.
This strategic void offers a hidden advantage: companies that do the hard work of creating and executing a true strategy immediately differentiate themselves in a crowded market.
3. How Strategy Becomes a Competitive Advantage
A. Clarity Amid Complexity
Having a strategy helps organizations say no to the wrong opportunities and yes to what truly matters. It creates alignment across departments and accelerates decision-making.
B. Consistency of Action
A good strategy promotes repeatable success. As Jim Collins notes in Good to Great:
“The signature of mediocrity is not an unwillingness to change; it is chronic inconsistency.”
Strategy enforces coherence, allowing firms to build a reputation and capabilities that compound over time.
C. Better Resource Allocation
Companies with a strategy don’t waste resources. They double down on what works, cut what doesn’t, and align investments with long-term objectives.
D. Long-Term Thinking in a Short-Term World
In an era driven by quarterly earnings, long-term strategic thinking is a rare strength. Firms like Amazon and Tesla have succeeded not because of quarterly profits, but because of long-view strategy and execution.
4. Strategy as a Defensive Moat
When you have a strategy:
As Roger Martin writes in Playing to Win: “A strategy is not a plan. It is a set of interrelated and powerful choices that position the organization to win.”
Just having this positioning mindset is rare. Most competitors don't. That alone can be your edge.
5. Strategy and Execution: A Dual Advantage
Having a strategy is only half the battle—consistent execution turns it into a true advantage.
“In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.” — Jack Welch, former CEO of GE
Great companies integrate strategic clarity with operational rigor. They build cultures where everyday decisions reflect strategic intent.
6. Final Thought: Strategy Is Not Optional—It Is Foundational
In a noisy business world, having a clear, lived-out strategy is like owning a map in uncharted territory. It won’t eliminate the challenges, but it will give you direction, confidence, and a huge head start over competitors who are still wandering.
To have a strategy is to choose your battles. To not have one is to fight them all.
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