In fact it’s used so often (and frequently incorrectly) that it has become background noise in many workplaces. We’ve been conditioned to focus on strategy. It used to make a lot of sense when the marketplace was relatively static. Now things change in moments. Communication channels are interactive. Responsiveness is essential.
A strategy is predicated on market assumptions. With a constantly evolving marketplace the chances that your assumptions are correct are lessened. How are you going to ensure your strategy is going to get you where you want to go?
It’s time to give tactics a little love. They are (or should be in this environment) equal partners to strategy. Brands are looking to create a memorable experience to break through the clutter and stand out among their competitors. Tactics provide those experiences and can offer a powerful feedback loop to planning. From a business standpoint you can make a good case for this approach.
Take a look at how you’re treating those in your company who provide these services. Traditionally strategic planners have been seen as much more valuable than those who are able to operationalize ideas. It’s time to reevaluate. A good idea unexecuted provides no value to the bottom-line. Are you appropriately rewarding “doers”? More importantly are you demonstrating that all groups within your company provide value, not just a few departments?