Strategic Camps

Great strategy is key to creating public or private value.

It helps us with fundamental decisions and actions that shape what any organization is, does and its rationale. Strategy supports results in both the private and social sectors.

Recently, an influential client wanted better strategy to more effectively distribute hundreds of millions in capital. As a small part of our assignment, we helped them reflect on their current strategy development process.

The graphic below, based on analysis by leaders at Booz & Company, maps the history of strategy. This landscape is informed over time by more than a dozen strategy “giants,” experts like Deming, Hamel, Porter, Kim, and Zook.


It shows four general camps of thought regarding strategy: adaptation, position, execution and concentration. Each has strengths and challenges. They represent an evolution in thought. The x-axis represents strategy authors. The y-axis is a time orientation focus.

In a practical exercise, we asked each senior executive to identify which quadrant they relied on most to prepare strategy for their program plans and associated budgets. The scatter of dots offered fodder for an important conversation. It supported questions, like:

  • What rationale informs the choice of your “primary” camp?
  • Where would others place their orientation to strategy development?
  • Why is there variation among the camps?
  • What are the strengths and limits of camp features for your context?
  • Should the organization act from the same camp? Why or why not?

As you consider improvements, understanding your current strategy development process is an important step. The historical evolution of camps can certainly inform a  hybrid. Given emerging and powerful factors like data, technology and innovation, there’s no question future camps are forming now.


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