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A Strategy Is Not a Plan
Why Most Organisations Mistake Movement for Progress
Most organisations mistake movement for progress.
They produce activity, not advantage.
In this article, we clarify the crucial difference between a plan and a strategy—and why failing to make this distinction leaves even well-resourced teams underperforming. Drawing on strategic theory (Porter, Rumelt, Lafley & Martin), leadership development (Kegan, Scharmer), and three decades of Genratec® practice, we explore how true strategy is authored, not assembled. You’ll learn why strategy requires coherence, risk, and generative authorship—and how to move your leadership from comfort to commitment.
A Strategy Is Not a Plan
Why Most Organisations Mistake Movement for Progress
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