Your **strategy** is a time-bound implementation of your [[Vision]] that reflects the focus of your [[Mission]]. It sets the direction for the organization over the next 12–18 months and defines the most important initiatives that will move the business forward. In Forge, your strategy connects long-term vision to near-term execution through a set of up to **four active [[Projects]]**—the key efforts your team will pursue this quarter to drive strategic progress. These are not theoretical plans; they’re high-leverage bets that determine your trajectory. We recommend reviewing and refining your strategy at the start of every quarter, using new data, insights, and learnings—not overhauling it entirely, but evolving it with intent. ### 🔍 Defining what matters A strong strategy creates **focus**. It outlines what your company will do—and just as importantly, what it won’t. **Strategy isn’t a wishlist.** It’s a commitment to a limited set of actions with the potential for significant, long-term impact. #### Focus Areas Use these prompts to define the problem you're solving and who you're solving it for: - **[[Customers]]** – Who are we focused on serving right now? - [[Problem Definition]] – What outcome are we helping them achieve? - **Feasibility & Desirability** – Can we execute on this, and does it matter to our users? - **Exclusions** – What are we _not_ prioritizing right now, and why? Will we revisit these later? #### Strategic Scope Zoom out and define the big picture: - **Choosing [[Target Market|targets]]** – What markets, segments, or channels are we focusing on? - **[[Value Proposition]]** – What unique value are we delivering in this context? - **[[Market Assessment]]** – What external trends or changes might influence our success? - **[[SWOT Analysis]]** – What are our internal strengths and weaknesses? What threats or opportunities exist externally? - **[[Goals]]** – What measurable outcomes will signal success? ### ✏️ Periodic review Your strategy should evolve—but with intention. It’s not a living document in the sense of being constantly tweaked, but it _is_ updated quarterly based on real insights. Use the following checkpoints when reviewing: - What did we learn from the last quarter’s execution? - What changed in the market, industry, or customer behavior? - What new [[User Research|research]] or data supports updating our focus? Always tie revisions back to **evidence**—not instinct alone. The stronger your rationale, the more confidence your team will have in the direction. ### 🧩 How strategy works in Forge Only one strategy is active at any given time. It serves as the guiding force for the entire organization, aligning work across teams toward a common objective. When everything connects back to strategy, your team isn’t just busy—they’re building toward something that matters. Your active strategy informs: - Which [[Projects]] move forward - How you prioritize day-to-day tasks - What success looks like at every level --- ### Further Reading **"Good Strategy Bad Strategy: The Difference and Why It Matters" by Richard Rumelt** A highly respected book on what makes strategy effective, with a focus on practical examples of successful and unsuccessful business strategies. **"Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant" by W. Chan Kim and Renée Mauborgne** A groundbreaking approach to strategy that encourages companies to explore untapped market spaces rather than competing in crowded ones. **"Competitive Strategy: Techniques for Analyzing Industries and Competitors" by Michael E. Porter** This foundational work introduces Porter’s framework for competitive advantage, essential reading for developing long-term strategic thinking. **“The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses“ by Eric Ries** A must-read for startups, this book introduces lean methodologies for creating products efficiently and iteratively. It emphasizes flexibility and continuous learning, which are crucial elements in developing adaptable strategies in unpredictable markets. **“The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers” by Ben Horowitz** Horowitz, co-founder of Andreessen Horowitz, shares insights on tackling strategic challenges in business, focusing on resilience and decision-making in difficult situations. It’s a candid look at real-world strategy, particularly useful for leaders in turbulent industries.