The Essence of Strategy is Choosing What Not To Do

In the fast-paced and information-saturated world we live in today, the art of strategy creation is more crucial than ever. Michael Porter, one of the most renowned thinkers in the field of business strategy, summed it up perfectly: “The essence of strategy is choosing what not to do.” This statement is not just insightful, but it holds the key to success in a world overflowing with choices and distractions.

The Overwhelming Abundance of Options

One of the defining characteristics of the modern business landscape is the sheer volume of information and options available to us. With just a few clicks, we can access an infinite number of strategies, tactics, and approaches. We’re constantly bombarded by news, updates, and success stories from other organisations or competitors. It’s easy to become overwhelmed by all the information at our fingertips, and even easier to feel pressured to adopt strategies that others are implementing simply because they seem to be working for them.

This overwhelming abundance can create a sense of urgency, driving us to pack more and more into our own strategies. After all, if everyone else is doing it, doesn’t it seem foolish to leave it out? However, this mindset often leads to a significant problem: spreading resources too thin.

The Danger of Trying to Do Everything

When we try to do everything, we risk doing nothing particularly well. Instead of focusing on a few key initiatives that align with our strengths and business goals, we end up juggling numerous tasks, strategies, and projects. The outcome? Mediocrity. We might be able to keep everything going, but the quality of execution often suffers.

This happens frequently in organisations that feel pressure to keep up with competitors or industry trends. There’s a tendency to adopt new technologies, marketing strategies, or operational approaches simply because they’re popular or seem like the next big thing. But in the rush to implement these ideas, there is often little thought given to whether they truly align with the company’s goals, or if the organisation has the resources to execute them effectively.

The result is a watered-down strategy, where too many things are done half-heartedly, leading to poor results or missed opportunities. When a company is trying to implement too many initiatives at once, focus is lost, and employees become confused about priorities. It becomes a challenge to allocate sufficient resources—time, money, or energy—to what truly matters. And when nothing is prioritised, nothing gets done well.

The Power of Focus and Choosing What Not to Do

This is where the brilliance of Porter’s insight comes into play. Effective strategy is not just about choosing what to do; it’s also about choosing what not to do. In other words, strategy is as much about exclusion as it is about inclusion. To create a strategy that works, you must identify the distractions, the unnecessary tasks, and the non-essential projects—and consciously choose to leave them out.

By deliberately choosing not to pursue certain avenues, companies can concentrate their resources on the areas that have the greatest potential for success. This focus allows for deeper investment in fewer initiatives, ensuring that they are executed with excellence.

For example, Apple is known for its focus on a relatively small product line compared to its competitors. Rather than trying to be everything to everyone, Apple has chosen to concentrate on a few products that they do exceptionally well. This clarity of focus has allowed them to build a strong brand and produce high-quality, innovative products. It’s a perfect example of how choosing what not to do can lead to great success.

Aligning Strategy with Long-Term Goals

A key part of choosing what not to do is ensuring that your strategy aligns with your company’s long-term goals. Every initiative you pursue should directly contribute to achieving those goals. Anything that doesn’t should be left out, no matter how tempting it might be to include it because of external pressure or trends.

This requires discipline and a clear understanding of your organisation’s vision and mission. When you have a well-defined set of goals, it becomes much easier to say no to initiatives that don’t support them. It also helps you to stay grounded in your own strategy, rather than being swayed by what others are doing.

The Courage to Exclude

Choosing what not to do isn’t always easy. It can feel risky to leave things out, especially when everyone else seems to be doing them. But the reality is that trying to do everything often leads to doing nothing well. It takes courage and confidence to resist the urge to follow every trend and instead focus on what really matters for your business.

When crafting your strategy, ask yourself: What can we stop doing? Where can we focus our efforts for the greatest impact? By answering these questions, you can create a strategy that is not only more manageable but also more likely to succeed.

Conclusion

In a world where options are endless and information is overwhelming, the most successful strategies are not those that try to do everything. Instead, they are the ones that focus on doing a few things exceptionally well. By consciously choosing what not to do, businesses can streamline their efforts, improve execution, and achieve greater success. As Michael Porter wisely pointed out, the essence of strategy is not just about making choices, but about making the right choices—both in what to pursue and what to leave behind.

Contact evince Consulting today to see how we can help you.