I Hate the Word Strategy. But I Still Use It.
I once sat in a board meeting where the Chair declared that most people didn’t understand the word strategy. An awkward round of definition volleyball ensued - everyone batting around their own version, nobody quite sure who scored the point.
The underlying message was clear: strategy was the sacred domain of big-brained intellectuals.
Article after article embellishes what strategy really is - HBR, McKinsey, the whole canon. There are enough complicated definitions floating around to fill a small stadium.
That’s not my take.
Strategy is for anyone with a reasonably developed prefrontal cortex.
It’s not quantum physics.
It’s not mystical.
It’s barely academic - despite all the frameworks trying desperately to appear profound.
Strategy isn’t complicated - but that doesn’t make it trivial. The hard part isn’t defining it, it’s having the discipline to follow it.
Originally a military term, the ancient meaning of strategy was brutally literal: the plan that determined who lived and who… didn’t. Less “vision board”, more “bloodsport”. Hardly the glossy concept we stick on corporate posters today.
Derived from the Greek strategos - “army leader; general,” it’s not the only bit of business lingo with military heritage. Our corporate vocabulary is full of it. We have tactics (troop deployment), campaigns (seasons of battle), objectives (targets to seize), logistics (supplying and moving troops), and deadlines (the literal line you did not cross if you wanted to stay alive). Even our leadership titles are borrowed from command hierarchies - General Manager, Chief Executive. Half the time we’re talking about business as if it’s a battlefield, just with fewer helmets and more spreadsheets.
So why do I still use the word?
Because we’re stuck with it.
It’s become a communication requirement - the badge you’re expected to flash so people know you’re not just winging it. That you’re thinking a few steps ahead. That you’re making conscious choices. That there’s a bigger picture.
And yes, technically, none of that is the strict dictionary definition. But language evolves. And business language sprints.
I’ve even got my own definition. (Yes, a little hypocritical given the start of this rant).
Strategy, to me, is simply: The dos and don’ts required to succeed.
I used to say “the dos and don’ts required to win,” but win, too, is a loaded word. Its Old English root winnan literally meant “to struggle or fight”. Victory was something achieved by overcoming an opponent. Even today, the word carries that zero-sum, someone-has-to-lose flavour - a lingering whiff of bloodsport.
That’s not how most modern organisations operate. And it’s not how I think about technology or transformation.
So success is a better fit. Success defined by your own vision, not someone else’s scoreboard.
My favourite part of the definition? The don’ts.
Especially in technology strategy. The don’ts are where you save money, prevent complexity creep, and sharpen focus. They’re the guardrails that stop shiny-object syndrome, distraction, and opportunity cost - the quiet killers of growing businesses.
So yes, I dislike the word strategy. But I also admire the clarity hidden underneath all the corporate theatre.
And if my own personal happy-clappy definition helps communicate how I work - and lets me finally make peace with the word…
Fine. Pass me the ball. I’ll take the shot.
About the Author
Kat Mac is the founder of Binary Refinery, where she translates complex AI and technology topics into practical, business-led guidance for organisations. Her focus is simple: clarity, integrity, and strategy that genuinely helps leaders move forward.
Disclaimer: This article is for general information only. It isn’t legal, financial, or technical advice. Every organisation is different – get tailored guidance before making decisions that affect your people, data, or systems.
