ABSTRACT
The absence of a shared language for strategy needs to be resolved simply and quickly. Managers need to define for their companies what strategy is to remove the unseen communication gaps and disconnects that undermine their organization's focus and effectiveness when dealing with issues. If they want to drive speed and profitability in their organization through better decision-making, they must start by defining what strategy is for their organization. Whether they have read the latest strategy book, adopted something from experience or learned it in their MBA program, everyone has their definition but not a common one for the company. In most cases, those involved confidently stride to the wall and post their definition of strategy then gaze at their peers' responses, and the room usually goes silent. A successful strategy delivers superior profit-ability or return on invested capital (ROIC) relative to their rivals.
