I recently found the time to read some of Lenny’s newsletters and was excited to come across a link to the article “Where to Start with Strategy?” by Roger Martin. The title caught my eye as I’ve been thinking a lot about strategy lately and trying to incorporate some of Rumelt’s thinking into strategy discussions at work. (Note: I’m still internalizing “Good Strategy, Bad Strategy” before tackling “The Crux”)
This is my first exposure to Martin and I’m looking forward to reading more of his work. The idea that “a company’s strategy is what it does” rather than some accumulation of thoughts, directives and plans was eye opening in a way that shifted my perspective on how strategy should be approached in practice.
I’ve only recently started thinking deeply about strategy, and I began with the common idea that extensive discussions and consensus-building were required to develop a comprehensive strategy. However, this article changed my perspective by emphasizing that strategy is defined not by what is written or discussed, but by the actions that are taken. After reading Martin I’ve directed my efforts towards making incremental changes that prioritize betterment, rather than trying to create a perfect strategy before taking action.
Roger Martin’s article highlights a powerful idea: a company’s strategy is not what is written in strategic plans, but in the actions that it takes. Actions, not words, define strategy, and even the smallest choices made over time contribute to the overall strategic direction. He argues against the common temptation to start fresh with a so-called perfect strategy. Instead, he advocates for an approach focused on incremental betterment defined in the article as the process of continuously making choices that close the gaps between current actions and desired outcomes. As a product leader, it’s the focus on outcomes that resonated most strongly with me. By tackling gaps incrementally, I hope to create a more integrated and effective strategy that evolves naturally from the current situation.
This approach to incremental change is particularly compelling because it encourages practical, actionable steps rather than requiring me to gain comprehensive buy-in to some hypothetically “flawless” strategy. Martin warns against the allure of perfection, which often leads to a disconnect between what is planned and what is implemented. By focusing on betterment, leaders can create strategies that are not only more achievable but also more aligned with the realities of their organizations, ensuring that improvements are both meaningful and sustainable.
I’ve already started applying these ideas in my day-to-day. The practicality of this approach resonates with me, especially in a product management context, where small, strategic changes can lead to significant improvements over time. I’m looking forward to seeing how these concepts can transform the way I approach strategy.