One of the things I like to say is that you have to qualify for strategy.
Small companies usually die of incompetent operations, not lack of strategy, so you don’t get the luxury of thinking about strategy if you can’t execute.
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Today someone pointed out to me that if you say “oh, that guy is terrible at strategy”, this is actually a compliment in disguise — it means their operations are decent enough that they get to qualify for strategy.
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I realise that Hamilton Helmer (he of 7 Powers fame) says something like ‘operational excellence is table stakes’. I like that a lot.
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A concrete example of this is “yes, it’s *absolutely* a good use of our time to have a three hour long discussion about changing market dynamics every month, when every SDR we hire quits on us after 6 months.”
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Replying to @ejames_c and @sstrgh
Again, not saying strategy isn’t important. Just that it doesn’t matter as much until you reach some minimum bar of operational excellence.
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this nicely encapsulates a feeling I’ve struggled with: seeing a team that I think will fail, but I don’t even disagree with their strategy
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