CHAPTER 4: DEFINE (ARCHITECTING STRAT…

Key Concepts

Strategy as Integrated ChoicesStrategic Choice CascadeWhere Not to PlayBusiness Model Canvas as Testable HypothesesStrategic Trade-offsOutcome Metrics vs. Activity MetricsDefine-to-Develop Handoff

Self-Assessment

0/5 completed

Before moving to the next chapter, ensure you can:

Explain the five choices in the Strategic Choice Cascade and how they integrateDescribe why "Where NOT to Play" decisions are as important as "Where to Play" decisionsExplain how the Business Model Canvas visualizes strategic logic and why it should be treated as hypothesesArticulate why strategic trade-offs are essential and what happens when organizations avoid themDistinguish between activity metrics and outcome metrics and explain why the difference matters for governance

Reflection Questions

Apply these concepts to your own context:

1. Think about Lakeshore's 150-word strategic definition. Could you write one for your organization? If not, which of the five Cascade choices is missing or unclear?

2. What is the most important "no" your organization should be saying but isn't? What would change if that trade-off were made explicit?

3. Look at the metrics your organization currently uses to judge strategic success. How many are activity metrics vs. outcome metrics? What would happen if you replaced your top activity metric with the corresponding outcome metric?

Chapter 4: Define (Architecting Strategy)

Learning Objectives

Key Concepts

Self-Assessment

Reflection Questions