Strategy Has to Account for What You Cannot Control

Organizations make plans around goals, timelines, budgets, partnerships, and expected outcomes. But some of the biggest factors affecting that work are outside of their control.

Elections change leadership. Funding priorities shift. New policies create opportunities or barriers. Partners change direction. Public attention moves to another issue. A decision that seemed likely six months ago may suddenly be off the table.

Good strategy accounts for that uncertainty without trying to predict every possible outcome.

One way to do that is to separate what an organization can control, what it can influence, and what it simply has to prepare for.

Organizations can control their priorities, resources, relationships, positions, and communications. They may be able to influence decision-makers, public understanding, funders, partners, or community participation. Other conditions may be completely outside their control.

That distinction should shape the strategy.

A few questions can help:

• What are we assuming will stay the same?

• What could realistically change?

• Which changes would have the greatest impact on our work?

• What can we influence, even if we cannot control the outcome?

• Where do we need a backup plan?

• What would cause us to change course?

Being prepared to change course does not mean abandoning the goal. The goal may remain the same while the path to reaching it changes.

That is where strategy goes beyond a plan. A plan outlines what an organization intends to do. Strategy considers the environment, anticipates change, and creates room to adjust along the way.

At Chase Gen Strategy Consultants, we help organizations develop strategies grounded in real conditions and flexible enough to respond as those conditions change. If your organization is thinking about what comes next, connect with us to discuss how we can support the process.