Strategy Distilled July 2025

by | Jul 31, 2025 | Strategy Distilled Newsletter

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Distillations in this newsletter: Strategy Distilled – The Updated Archive (2021-2025)

STRATEGY DISTILLED:

A monthly concoction of insight, learning and things you might have missed for anyone who works on strategy, works with strategy or just loves strategy.

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This month …

Strategy Distilled – The Updated Archive (2021 – 2025):
An updated themed compilation of articles and strategy snippets you might have missed from the first four years of Mike Baxter’s monthly newsletter.

If you enjoy reading this newsletter, don’t forget to forward it to friends or colleagues who might also find it of interest.

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Strategy Distilled – The Archive (2021 – 2025)

In June 2021 I published my first monthly Strategy Distilled newsletter as a means of sharing both my own thinking on strategy and the wealth of ideas I was discovering through my work, research and ongoing discussions with fellow strategists. In June 2024 I published the first complete compilation of all the articles and ‘strategy snippets’ from Strategy Distilled since it began, arranged into eight specific themes on strategy:

  1. The Nature of Strategy & Strategic Thinking
  2. Strategy Leadership and Governance
  3. Innovation in Strategy
  4. Strategy Scoping & Development
  5. Engagement and Consultation
  6. Strategic Planning
  7. Values & Culture
  8. Strategy Measurement & KPIs

This month I have updated the compilation with all the new articles and strategy snippets from the past year. The resulting 219-page pdf contains:

  • 46 articles and over 85 ‘strategy snippets’;
  • direct links to and from the Contents page so you can navigate easily to each article and snippet;
  • subject-matter themes so you can delve into your own specialism or area of interest;
  • external links to all source material.

I have shared the pdf of this archive with my subscribers, and it is available to all new subscribers (sign up here for free to download your copy). As a compilation of my freely-published work, I would be delighted if you shared it with friends and colleagues who might find it of interest. 

To give you an idea of what you will discover, here’s an updated overview of the articles you will now find in each theme:

THEME 1:  THE NATURE OF STRATEGY & STRATEGIC THINKING
What exactly is strategy, how should we think about it, how should we discuss it amongst ourselves and how should we enable others to make sense of strategy?

  1. So-called truths about strategy. Exploring the ‘aphorisms’ (pithy observations which contain a general truth) that abound in strategy.
  2. ‘Destination’ and ‘path’ – two types of strategic commitment. Looking at two types of strategic commitment, and arguing that a good strategy needs both.
  3. Deep design thinking for strategy. If you are sympathetic to the idea that strategic thinking and design thinking have huge overlaps in their methods and philosophy, you should find this thought-provoking.
  4. Strategy as a model of causation. Connecting Gartner’s model of analytics maturity with Judea Perl’s Ladder of Causation with the Futures Cone.
  5. Strategy flywheels and strategic synergy. Not only a way of visualising strategy but also a way of driving compound gains from strategy.
  6. A new definition of strategy. A great way to delve deep into the nature of strategy is to try to define it and then explain / justify that definition. Read this article and try it for yourself.
  7. Strategy as design thinking. An earlier and shorter version of ‘Deep design thinking for strategy’ (see above).
  8. The triple diamond model of strategy represents strategy as a series of iterations of divergent thinking followed by convergent thinking. This connects to strategy as design thinking (see above).
  9. Can Ikigai reveal the four deficiencies of strategy? Does your strategy define what your people love doing, what they are good at, what the world needs and what you can get paid for?

THEME 2:  STRATEGY LEADERSHIP &  GOVERNANCE
Strong and committed leadership is vital for effective strategy, as is good governance, even though the latter is talked about much less.

  1. Why strategy best practices need practising … and how to do so. How should we, as strategy professionals, approach best practices?
  2. The Bull Case for Strategy. Setting out a positive, optimistic case for why developing professional skills in strategy is a good thing to do.
  3. Spring-cleaning organisational debt. An exception to the rule that strategy is distinct from business-as-usual, with Google’s ‘Simplicity Sprint as an example.
  4. A lesson in strategic tactics. 1. Augmenting the collective IQ of the organisation, 2. improving how we improve and 3. ‘bootstrapping’ – equipping teams and individuals across the organisation with the tools they need to improve how they work without the need for any other form of support. All from Douglas Engelbart.
  5. Strategy governance from the boardroom to front-line teams. Introducing the idea of participatory governance.
  6. The perils of hedging strategy. Hedging your bets in strategy is almost as bad as not having a strategy at all.

THEME 3:  INNOVATION IN STRATEGY
The creative application of new knowledge to improve strategy and strategic thinking.

  1. My forthcoming book: AI-Augmented Decisions. A preview of my new book, due to be published in the summer of 2025.
  2. How to factor deep uncertainties … like AI … into your strategy. Develop a sufficient understanding of the uncertainty to enable decision-making; share fears and concerns; agree coping tactics; commit to experimentation.
  3. Managing innovation within strategy. Great ideas from Linda Hill, suggesting that the key to maintaining innovation within organisations is having a strategy that facilitates creative abrasion, creative agility and creative resolution.

THEME 4:  STRATEGY SCOPING & DEVELOPMENT
The key processes by which a great strategy is brought into existence.

  1. STOP – Don’t begin strategy development until you have written a brief. Writing a brief could be seen as the single most critical act in any strategy process, before the first “big idea” is ever mooted.
  2. House of Strategy – what it is and how best to use it. The transcript and link to my explainer video on The House of Strategy, one of my favourite models that shows how vision, mission, values and strategy come together for an organisation.
  3. Strategy mapping in practice. A summary of how I applied strategy mapping to the stages in a recent consultancy project to align, prioritise and delegate strategic actions.
  4. Five decisions you need to make about strategy BEFORE you start strategy development. An exploration of the five formative decisions you need to make about strategy.
  5. Protocols for strategy. A protocol ‘is a simple description of how, in principle, to approach a particular challenge in a way that will produce good enough outcomes, most of the time’. A good strategy is more often a way to enable more people across the organisation to make better decisions more of the time.
  6. Overcoming the complexity of strategy. A quick primer on complexity theory, four reasons why strategy is complex and three key ways to manage this complexity.
  7. How to think big in strategy. A critical success factor in strategy is to make big moves, focusing resources in a limited number of places where they will make most difference. Making no bold moves is probably the most dangerous strategy of all.
  8. The case for strategy being limited to a handful of high-level goals. Advice to the CEO who thinks their 30-page pdf is a great strategy.
  9. The case for strategy scoping. The most important process in strategy that hardly anyone ever does.
  10. Strategy destination or strategy aspiration? Be careful how you label ‘where-your-strategy-is-going’. You might wish to be definitive about its destination – this is where we will end up once our strategy has succeeded. Or you may wish to be a lot more cautious and be clear about your direction of travel but leave the particulars of where you will end up unstated.
  11. Twelve strategy questions … with resources to help you find answers. A quick checklist to make sure your strategic thinking covers all the important issues.

THEME 5:  ENGAGEMENT & CONSULTATION
Important ingredients for strategic success, though many organisations fail to do them well.

  1. Engagement: A missing ingredient in too many strategies. This is probably the one to start with. It provides a primer on the importance of engagement, the key requirements for achieving good engagement with strategy and three actions to secure that engagement.
  2. Strategy is for everyone. Resources to help you explain to others in your organisation that strategy is an organisation-wide endeavour.
  3. Justifying stakeholder consultation in strategy development.
  4. Boosting collaborative skills for strategy. I developed the STEER framework whilst working with a consultancy client.
  5. Engaging middle managers in strategy. Key lessons from NOBL on how to prevent the ‘frozen middle’ from slowing, or stalling, strategy adoption.
  6. The case for strategy workshops. Strategy workshops are a great way to engage stakeholders in either the development of a new strategy or the adoption of an existing one.

THEME 6:  STRATEGIC PLANNING
The way we turn strategy into action.

  1. How strategy actually works. Thoughts on the practicalities of actually ‘doing’ strategy.
  2. Separating Strategy from Strategic Planning. In my view this is a foundational issue in strategy. This article gives a concise explanation of the idea and explains what can go wrong if you fail to make the separation. It also contains links to delve deeper into the topic.
  3. Five strategy lessons from Amazon. Including ‘Culture – made visible’ and ‘Painstaking planning and measurement’.

THEME 7:  VALUES & CULTURE
Shared principles and beliefs that guide our strategic decisions and actions.

  1. Building a writing culture for strategy. The writing culture that has become part of the mythology surrounding Amazon’s ways of working is surprisingly valuable when you delve deeper.
  2. The difference between core values and ‘what we care about’. Based on a post by Nir Eyal, author of the excellent ‘Hooked: How to Build Habit-Forming Products’. Values, he suggests, are more forward-thinking than simply reactions to the immediate moment – if someone can take it away from you, then it’s not one of your values.
  3. Core Values … and how they underpin strategy and organisational culture. The announcement of my new book on core values (Amazon UK, Amazon USA), published in January 2023.
  4. The role of values in strategy and the rise of people strategies. As leadership focuses less on ‘command and control’ and more on direction-setting and facilitation, so front-line teams will be less micro-managed by the executive, and hence need to have strong values and tangible cultural norms to guide their decision-making.
  5. Connecting values with strategy. Research by Donald Sull and colleagues into 689 large, mainly U.S., organisations, and how they presented their values.

THEME 8:  STRATEGY MEASUREMENT & KPIS
How we measure the progress and impact of strategy.

  1. Leading and lagging indicators as strategy metrics. Definitions and examples – a good primer on strategy KPIs, to make sure you get the basics right.
  2. Strategy KPIs: avoiding the tyranny of measurement. A quick read on a trap to avoid in using strategy KPIs.
  3. Protocol for ‘Selecting Strategy KPIs’. The example I use in my broader article on Protocols for Strategy is a protocol for checking that the strategic KPIs you are thinking of using are good enough.

I hope that, by continuing to organise the content of my Strategy Distilled newsletters into these eight strategy themes, it will find new readers and become more accessible, and shareable, to those who have come across it before. Feel free to pass it on to anyone who you think might find it an interesting read!

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Goal Atlas works with leaders and teams to facilitate the development, adoption and measurement of strategy. Our process. Your people.

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If you enjoyed reading this newsletter, don’t forget to forward it to friends or colleagues who might also find it of interest.

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