Sublime

The actions within the kernel of strategy should be coherent. That is, the resource deployments, policies, and maneuvers that are undertaken should be consistent and coordinated. The coordination of action provides the most basic source of leverage or advantage available in strategy.

strategy building blocks

1. Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.

The idea is to get as close as possible to the top-right corner of this chart, where high performance—how effective you are in your current role—and high potential—how effective you can expect to be in your next role—overlap.

Set a Plan A that’s your current implementation of building a competitive advantage (your current job, hopefully), but also have a Plan B—something you could pivot to that’s different from but related to your current work. Finally, have a steady Plan Z—a worst-case scenario plan in which you might move back in with your parents