I’ve often wondered if I’m the only one who, when faced with the so-called “experts” in strategic planning, felt a little out of place. For years, I found myself feeling uncertain, even a bit incompetent, when discussions about strategy arose. Early in my career, strategy was synonymous with what we used to call a “bush summit”—an annual retreat where management would disappear for a few days to some isolated venue.

The structure was always the same: a few educational briefings by facilitators, followed by group discussions, and then, as night fell, things would take a more social turn. When the team returned, they’d bring with them a hefty document full of ideas and intentions. But that document? It usually ended up gathering dust in someone’s bottom drawer, only to be revisited the following year. Strategic planning, in practice, was often nothing more than an exercise in futility.

Thankfully, things have evolved. In the last decade or so, there’s been a shift—a more practical, grounded approach has emerged. We’ve distilled business strategies down to five: cost, quality, distribution, technology, and intellectual property. And alongside them, we have a variety of models to guide us—whether it’s the Balanced Scorecard, PESTEL, Porter’s 5 Forces, or the Blue Ocean Strategy. But here’s the question: Are these tools really helping us craft strategies that lead to meaningful, lasting impact?

So how do you create Strategic Horizons?

At SlightlySkew, we believe that before any strategic plan can even be considered, a business must deeply understand its audience. Who are they? What value does your offering provide them? And, perhaps most importantly, how do they experience their journey with your business at every critical touchpoint? We call this foundational understanding “Creating Market Magnetism.”

But strategy cannot live in a vacuum. It must be intricately tied to the operations of your business. That’s why, in order to effectively implement a strategic plan, it’s essential to have what we call a “Chart of Works” already in place—a blueprint for how the business functions. With this, you can develop a strategic execution plan that is both practical and powerful.

Our first step in preparing a strategic plan? Start by assessing the external forces shaping the landscape: macro-economic conditions, market dynamics, industry trends, and technological, regulatory, and societal shifts. We examine how these forces impact both our Market Magnetism model and the Chart of Works.

When it comes to strategy models, we believe the Blue Ocean approach aligns best with our philosophy. The idea, as the authors suggest, is to break free from the competition by reconstructing market boundaries—creating uncontested space where you can thrive. The challenge, however, lies in identifying which of the many possibilities holds a commercially compelling opportunity. And for extraordinary business owners, this isn’t about gut instincts or taking wild risks. It’s about clear, deliberate action.

The Blue Ocean approach offers six ways to rethink market boundaries: looking across alternative industries, examining strategic groups within industries, shifting focus along the chain of buyers, exploring complementary products and services, appealing to both the functional and emotional needs of buyers, and considering how market dynamics change over time.

Once a “blue ocean” is identified, we immediately assess its impact on the business’s value chain, starting with the business capabilities—a critical part of the Chart of Works. These capabilities represent the key investment points, where the costs of implementing your strategy will become clear. From there, the strategic execution plan unfolds as we rework the Chart of Works to align with your new direction.

What is the value of creating Market Magnetism?

At SlightlySkew, clarity is paramount when it comes to defining strategy. Michael Porter emphasises the importance of being different, but at its core, knowing your customer, enhancing the value of your offerings, and optimizing your operations are daily responsibilities—not strategic imperatives.

Imagine a space where there are no sharks—no fierce competitors battling for the same customers. In this blue ocean, you swim alone, free from price wars, uniquely satisfying your customers’ needs. This is the essence of creating uncontested market space, where your business can thrive without the constant pressure of competition. We draw inspiration from trailblazers like:

NetJets: Pioneering fractional jet ownership, creating a new market for private aviation.

Curves: Revolutionizing the fitness industry with a unique, women-focused approach.

Novo Nordisk: Leading in diabetes care with innovative treatments and compassionate patient support.

Philips Electronics: Transforming everyday products, like their iconic teakettle, into must-have innovations.

iTunes: Redefining the music industry by offering a seamless, legal platform for digital music distribution.

These companies didn’t just compete within existing market boundaries—they redefined them, creating their own blue oceans where they could lead and innovate without the constraints of traditional competition.

At SlightlySkew, we believe that true strategy is about creating and leading in spaces where you can make the most meaningful impact. Let us help you unlock the horizons where your business can truly shine.