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Strategic actions that are not coherent are either in conflict with one another or taken in pursuit of unrelated challenges.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

This whole design—structure, policies, and actions—is coherent.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

of coordinating and focusing actions to deal with those factors.

Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters

The kernel of a strategy contains three elements: a diagnosis, a guiding policy, and coherent action.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

A set of coherent actions that are designed to carry out the guiding policy.

Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters

then there remains a yawning gap between these ambitions and action. Strategy is about how an organization will move forward.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

As long as strategy remained at the level of intent and concept, the conflicts among various values and between the organization and the initiative remained tolerable. It was the imperative of action that forced a decision about which issue was actually the most important.