Let tactics become strategy and not the other way around

“Tactics” and “strategy” are two terms that often come up in discussion about planning, particularly in business, politics, or military contexts. While they are related, they aren’t the same thing.

1. Strategy refers to the overarching plan or set of goals designed to achieve a specific outcome. It’s the big-picture view of where you want to go and why you want to get there.
2. Tactics, on the other hand, are the actions or steps you undertake to implement the strategy. They are the specific moves you make in service of the overall strategy.

Now, the phrase “let tactics become strategy and not the other way around” can be interpreted in a few different ways. Here are two possible interpretations:

1. One interpretation could be that you should allow your tactics (the specific steps you take to achieve a goal) to inform and shape your overall strategy. This could mean that if you find certain tactics are particularly effective or if circumstances change, you should adjust your strategy accordingly. This is akin to saying, “be flexible and adaptable in your strategic planning, and let your experiences and results on the ground influence your larger goals and plans.”
2. Another interpretation could be a warning against letting your tactics dictate your strategy. In other words, don’t get so caught up in the specific steps and actions you’re taking that you lose sight of your overall goals and strategy. This interpretation is cautioning against becoming too reactionary, where each tactical move is made in response to immediate challenges or opportunities without considering the broader strategic plan.

Traditionally, strategic planning involved setting a long-term goal and then devising a roadmap to get there. But in today’s fast-paced, ever-changing environment, that kind of static planning can be a liability. Strategies and goals that are set in stone can become obsolete before they’re even implemented.

Instead, a dynamic approach to strategic planning, one that incorporates a constant feedback loop between tactics and strategy, can be much more effective.

Here’s a brief outline of how this might work:

1. Set a broad strategic goal: Instead of locking into a specific outcome, your strategic goal might be more of a direction or guiding principle. For example, “become the most sustainable architecture firm in our city.”
2. Implement tactics: With the broad strategic goal in mind, you implement specific actions designed to move you in that direction. For instance, you might integrate new green technologies into your designs or undertake certifications for sustainable building practices.
3. Assess and adjust: As you implement these tactics, you assess their effectiveness. Are they moving you toward your strategic goal? If so, how well? If not, why not? Perhaps, you assess whether the incorporation of green technologies is attracting new clients.
4. Adjust the strategy based on tactical outcomes: Based on what you learn from implementing and assessing your tactics, you may need to adjust your strategic goal. Perhaps, you find that while sustainability is important, your clients are more interested in innovative, technology-driven designs. As a result, you might adjust your strategy to focus more on the integration of cutting-edge tech in your projects.
5. Continual adaptation: This process isn’t a one-time thing. It’s a continual loop of implementing, assessing, and adjusting. As the world changes, as you learn more about what works and what doesn’t, your tactics and strategies evolve.

The above strategic vision won’t be achieved unless the everyday operations in the office are aligned with it and carried out effectively.

The tools, processes, and practices that the team uses daily significantly influence the delivery of the strategic goals. Strategic objectives and tactical actions aren’t merely isolated concepts on different levels. Instead, they constantly influences one another, from the most macroscopic goals to the most microscopic tasks.

This approach requires a comfort with uncertainty and change, a willingness to experiment and learn. But it also allows for a level of agility and responsiveness that can be a powerful advantage in a fast-paced, dynamic environment.

This dynamic and interconnected approach to strategy and tactics, underpinned by a culture of flexibility, adaptability, and learning, will guide the future of successful architectural practices.