The Polymath Strategy
Strategy isn’t just about the numbers—but we get why it’s tempting to think so. Spreadsheets and models give us a sense of certainty and control, turning chaos into clean figures. But data has limits. It’s often retrospective or assumes linear growth, ignoring competitive system dynamics or the messy realities of human behavior.
So how do you bridge the gap between theory and reality? A polymath approach to devising and validating your strategy blends three key elements:
🔹 Numbers & Facts: Captures patterns and measures impact.
🔹 People & Stories: Reveals behaviors, motivations, and emerging risks.
🔹 Observation & Experience: Tests strategy in real conditions, exposing blind spots.
Before committing to a strategic course of action, ask yourself:
✅ Are we watching what people do, not just listening to what they say? Have we gone beyond surveys and reports to observe real behaviors, frustrations, and workarounds?
✅ Are we exploring the right edges? Have we deliberately sought out contradictory evidence or are we only pressure-testing ‘win’ scenarios and assuming stability?
✅ Have we walked in our strategy’s shoes? Would frontline employees, customers, or even our own leadership team experience this strategy as intended—or does it break down in practice?
✅ Are we seeing the system, not just the plan? How does this move shift competitive dynamics? Are we assuming the market will stay still while we execute? What signals will tell us when to evolve?
A strategy that isn’t lived is merely a hypothesis. Take it off the page and into the real world—test it, break it, rebuild it. This is how the best strategies prove themselves.order to navigate the complex, ever-changing landscape with more clarity.
