The 10 Minute Strategist
Martin Turner, Ingenios Books, 2018
9781980750956
Anyone wanting to be anyone these days needs a good line on strategy. It pretty much defines itself as the important stuff.
One route to strategic expertise could be to sign up for business school. A faster, cheaper option might be to just to get the textbook. Mintzberg, Ahlstrand & Lampel’s “Strategy Safari” will lead you, in 400 pages, through Ten Schools of Strategy, and explain what each one offers, with its strengths and weaknesses.
Or—for those who want to become very good at forming strategies, instead of writing essays—there is Martin Turner’s The 10 Minute Strategist.
This book uses Mintzberg’s ten schools as ten angles on strategy. It scores over the older more pedestrian work in two important respects. First, it is a fraction of the size, readable in a few hours. And secondly, it is immediately usable. Its notable tactic is showing you how to deploy each school as a strategic question, together with an appropriate tool or framework to explore that question and evaluate candidate answers. Equipped with this, you can use each strategy school to explore the challenges you face from the point of view, and using the strengths, that each one offers.
The result is outstandingly well-rounded and practicable. Instead of being strategically limited, knowing only one or two ideas of what a strategy is, having ten approaches at your finger-tips enables you to rapidly pick out the angles most important to your current situation, and yet still be confident you have considered the other angles too. Your risk of shipwreck or just boring failure further down the line, from surprises your strategic approach didn’t consider, is cut exponentially.
To save you some hours in the library, the ten schools of strategy are the power school, the entrepreneurial, the cultural, the… well, find the others in the book. Meanwhile, consider instead Turner’s questions that represent each school. Turner’s ten strategic questions are:
⁃ What’s the situation?
⁃ What’s the big idea?
⁃ Do we dare?
⁃ Who is with us?
⁃ What are we good at?
⁃ What are we doing that’s different and how will we take people with us?
⁃ What actions do we need to take in what order?
⁃ How will we get better as we go?
⁃ How are things arranged?
⁃ How will this strategy change us?
I typed those out from memory, because The 10 Minute Strategist includes a handy 10-letter mnemonic — “STRATEGIST” — for remembering the 10 schools and the corresponding question. Situation, Thinking, Resolve, Allies, Tactics, Embedding, Gameplan, Improvement, Systems, Transformation.
This is a second notable feature of the book. The medical profession (Turner has been amongst other things an NHS trust director), uses mnemonics pervasively to memorize and recall key headings for hundreds of conditions on the spot. The 10 Minute Strategist does the same. For each question and its associated tool(s), you have some kind of mnemonic or memorisable plan for how to explore it, or to evaluate whether what you’ve got so far is any good.
Expert thinkers are recognisable by their knowing, within their area, just the right questions to ask, and knowing what good answers looks like. So this approach, using questions plus a tool or framework for developing and evaluating candidate answers, strikes me as fundamentally correct. To be the person able to lead your team to find the right strategy, you want to have the right questions, and an idea of what good answers look like, all on the tip of your tongue.
After a discussion of how and why strategies fail, the meat of the book is then a walkthrough of how to use each of these questions, and what their associated viewpoints offer to you, the budding strategist.
Some strategic tools, such as SWOT, are well known. Turner offers critique and history (did you know that the consultancy that invented SWOT stopped using it?) and suggests for each school the tools or framework with which you can most effectively deploy it.
Throughout, Turner uses examples or guidelines at three timescales. One running example demands a strategy within 10 minutes, because lives are at immediate risk. The second is guidance on how to lead people through a two-day long strategy workshop. The third is how to extend that into strategy formation for steering very large very complex organisations, with entrenched interests and fiefdoms, towards working to shared, long-term goals.
The 10-minute timescale —strategy for a single day— may surprise you. It is, probably, the key idea that can help you become a strategist. At very, very best you could get two chances in your lifetime to develop a large-scale strategy. That’s not even enough practice for you to get past the “newbie” level of mistakes. This is surely one reason why large strategies are at least as famous for their failures as their successes.
Turner’s proposition then, is that by determined practice in applying his ten strategic questions right now, on your present daily challenges, you can become, even early in life, the kind of thinker who when faced with the big challenges has already mastered the skills of how to find and develop winning strategies.
This is the heart of what the book offers. A guide for you personally to learn, to grow, and to become a successful, reliable, strategist.
