Who gets to do strategy?
If you talk to enough aspiring leaders, you’ll become familiar with
the prevalent idea that they need to be promoted before they can
work on strategy. It’s a truism, but I’ve also found this idea
perfectly wrong: you can work on strategy from anywhere in an organization,
it just requires different tactics to do so.
Both Staff Engineer and The Engineering Executive’s Primer have chapters
on strategy. While the chapters’ contents are quite different, both present
a practical path to advancing your organization’s thinking about complex topics.
This chapter explains my belief that
anyone within an organization can make meaningful progress on strategy,
particularly if you are honest about the tools accessible to you,
and thoughtful about how to use them.