Since we work a great deal with theatres on strategic planning we review a lot of existing plans or plans in progress. We are constantly struck by how little ‘strategy’ is actually contained in strategic plans we review.

On the one hand there are the ‘platitude plans’ that are little more than listings of vague goals (e.g. ’We will produce excellent work’, ‘We will increase audiences and brand identity’) devoid of any sense of how any of it will be accomplished. On the other hand are the ‘tactical plans’ that are all about the how but missing a larger intention. A strategic plan must contain both intention and how we plan to achieve the intention if it is to be strategic.

We think of strategy as a kind of logic framework. Each framework contains intentions (goals) and actions (tactics) that suggests a set of if/then iterations (e.g. ‘if we do x, then y will be the result.’) If the logic is faulty then we change the strategy accordingly. But when it is correct the results are the desired and deliberate changes we intended in position, condition and opportunities for the organization.

Another helpful way of thinking about strategy is in recognizing the inherently strategic nature of the artistic process. Creating or restaging a work of art involves intentions and actions aimed at building on ideas and solving problems to achieve a vision for the work. It starts with an artistic intention and moves forward through the tactical action of trial and error, building on what works and changing what doesn’t until we get the desired results. The trial and error, especially the errors, sometimes feedback and suggest that we need to change or adapt our intentions. If we really trust the integrity of our strategic thinking, then the logic framework has served us well.