Knowing which bolt to tighten is the perfect metaphor for strategic thinking.
A strategic thinker is a joy to watch – the economy of thought, the right question at the right time, a craftsperson connecting the dots, and an answer so elegant, so simple that you want to weep with joy – it’s like watching a swan, gracefully gliding across glimmering blue waters.
So engrossed are we in watching these thinkers in action that we forget strategic thinking mastery is hard-won after decades of failing, introspecting, reading, and observing – just as the same swan is paddling furiously, out of sight.
Once someone starts to think strategically, they feel no greater joy than when they are jamming with like-minded people. So one strategic thinker wants others to think strategically also.
And this makes them insufferable to non-strategic thinkers.
90% of the strategy I know, I have learnt from insufferable strategic thinkers who I would gladly suffer 24/7 even today. They taught me three timeless strategy lessons that I share with you today.
Insufferable Strategic Thinker #1: brand-led product extensions
All businesses launch new products that serve new consumers or satisfy new needs, but only brand-led businesses filter new product ideas through their brand lens, i.e. the problem the brand solves for.
The question I had to answer was – what should be the new product strategy for the skincare business of brand Lakme?
We had the filters. One, the brand solved for glamorous, show-off, seductive beauty. Two, Lakme would launch products with exotic ingredients like peach milk, strawberry, avocado (these fruits were expensive and aspirational at that time. Come to think of it, still are).
Weeks passed, and I struggled. If someone gave me a million dollars for the answer, I would not have been able to cash it!
V headed the skincare category in Unilever and was my superboss. Many ‘gentle reminders’ later, he solved it faster than it takes to cook Maggi.
He drew a body on a piece of paper and asked me to point to, “all parts of the body can skincare enhance enough so they become show-off worthy?” (my own words).
With that one question, all the Lego blocks clicked into place.
Lakme is a plus plus brand. It makes what you have more beautiful.
All that can be enhanced, beautified, made more alluring, and magnetic – your face, body, lips, and maaaaybe your hands – that’s Lakme’s playground. Think Avocado Body Butter, Strawberry Silk Face Polish, Strawberry Silk Cold Creme, Gold and Silver Shimmer Gel … we launched all of these. And the Strawberry Polish still sells.
Ergo, Lakme is not a problem solver. It will not do a maintenance and reversal job for skin problems – dry skin, cracked heels, chapped lips, dark circles, or pimples.
Insufferable Strategic Thinker #2: where to play
When you enter a new market, where to play is the first strategic hurdle to cross.
We were launching Lipton Ice Tea in India. Again. After 3 failed attempts. So we needed to get it right this time.
We needed hard data on which sales channels we could play to win. Not hunches.
S was the global head for Lipton Ice Tea. Each month, he used to take an overnight flight from Geneva to India for a day-long meeting on the Indian Plan. I can assure you that I was 10X more insufferable for him than he was for me.
He would ask me the right questions. And I had zero answers because the data was scattered and sat in the laptops of various sales managers of the company.
How many outlets sell premium beverages in India? How many in metros? What % do they contribute to the business? What % do our premium beverages contribute to them?
How many outlets sell non-carbonated beverages? How many in metros? What % do they contribute to the business? What % do our premium beverages contribute to them?
How many non-carbonated beverages sell out in one month vs. a cola in different channels?
How many KFC/Domino’s/Subway outlets are in India? How many of these are in metros? How many non-carbonated vs colas do they sell in a month?
How many modern trade outlets? How many SAMT (stand-alone modern trade) outlets? How many unorganised restaurants/local cafes are there in each metro? How many non-carbonated vs colas do they sell in a month?
After months of feeling miserable each time I said, “I don’t know” and “I don’t have the data for this”, I went on a data collection and synthesis rampage and in the annual brand plan, the proud smile on S’s face told me he was now satisfied and knew where to play.
Insufferable Strategic Thinker #3: execute strategically
Last year, I was working as a fractional CMO for a B2B professional services firm. A is the CEO of a Brand Consulting and Design firm. He and his team built a powerful Brand Positioning, with a complete Visual Identity System.
They also developed a detailed Brand Language document. If content writers stick with this brand language system, slowly but surely, the new and differentiated brand will etch into the minds of clients.
Each time we would send an execution of the new visual identity to A – draft mail, website text or even a client deck – he would send back long, detailed notes on how we could have done better with the language system, how our tone of voice could have been more on brand and how the gravitas of our thinking was not gravitas worthy at all.
A is physically, intellectually, emotionally and even morally unable to let quality slide.
These three leaders taught me that strategic thinking is not a personality trait.
It’s a discipline.
If you find yourself becoming a little more insufferable over time…
asking sharper questions…
demanding better data…
sweating the small stuff…
…take it as a sign.
You’re not being difficult. You’re learning which bolt to tighten.
More ways to connect
- Watch my Tedx talk
- Connect on LinkedIn
- Read the Archives
- Subscribe to this Newsletter