My strategy = your tactics

For all the use of the terms "strategy" and "tactics", there is a predictable debate about which are the strategies and which are the tactics. Using the dictionary to understand the meanings of these words will not likely help in this debate, because the dictionary will simply reinforce what we already believed these terms to mean, while leaving the specifics of our situation unaddressed.

How could two people, working in the same company, be unclear about which are the strategies and which are the tactics?

The answer is that the difference between strategy and tactics is a matter of perspective.

For example: Let's imagine a strategic planning session in which the CEO establishes an Objective for the organization that Knowledge Sharing should be formalized within the organization. The strategy, he says, will be to build a Knowledge Portal. From the CEO's point of view, AND from the point of view of the organization's strategic plan, the strategy is to build a Knowledge Portal. The Objective to formalize knowledge sharing is the "what" and the Strategy to build a Knowledge Portal is the "how". The CEO does not concern him/herself with the tactics of how the Knowledge Portal gets built and, appropriately, the tactics are assigned to the CIO.

The next day, the CIO meets with his/her team and says, "We have a new objective. We need to build a Knowledge Portal." What will our strategy be?" The team researches the options and decides that their strategy will be to build a Microsoft SharePoint Portal server. They develop a project plan with their tactics including acquisition of server hardware, training, software, installation, configuration, establishment of standards, etc. The CIO does not concern him/herself with the tactics of installing the software and, appropriately, the tactics are assigned to the Project Manager.

The Project Manager meets with his/her team and says our objective is to build a Microsoft SharePoint Portal site. He/she assigns a team member with the objective of acquiring a server. This team member's strategy will be to research the requirements for Microsoft SharePoint, anticipated storage needs, company standards, project budget guidelines, etc. , and submit a purchase order for the best machine that fits those criteria.

This food chain of objective, strategy and tactic is passed down the organization. The strategy at each level is the tactic of the level above. The same words are used and yet, they are applied to different actions. In a well run organization, each of these objective, strategy, tactic sets will be aligned with one another, so that the person with the screwdriver installing a box into a server rack understands how this task aligns with the CEO's objective to formalize knowledge sharing within the organization.

A comprehensive, performance based, strategic planning process understands this relativity of strategy and tactics. When we talk about an organization's strategies, we are always talking about the strategies at the organizational level. When we follow-up with the alignment and individual action planning phase of executing the strategic plan, each person's actions will fill out the chain from strategy to execution. The combination of strategy and tactics, with clearly measurable outcomes and well defined responsibilities is how an organization ensures that organizational objectives are successfully executed.