"The first natural advantage of good strategy arises because other organisations often don't have one. And because they don't expect you to have one either. A good strategy has coherence, coordinating actions, policies and resources so as to accomplish an important end. Many organisations, most of the time, don't have this. Instead, they have multiple goals and initiatives that symbolise progress but no coherent approach to accomplishing that progress, other than 'spend more and try harder'."
"The very essence of strategy is explicit, purposeful choice. Strategy is saying explicitly, proactively: 'We're going to do these things and not those things for these reasons.' The problem with a lot of strategies is that they are full of non-choices. Probably most of us have read more than a few so-called strategies that say something like, "Our strategy is to be customer centric." But is that really a choice?"
Martin goes on to say that you only really know that you've made a real strategic choice if you can 'say the opposite of what that choice is, and it's not stupid'. And how, in a similar vein to the first quote, developing strategy so often becomes 'an exercise in agglomerating initiatives, assigning responsibilities without a coherent set of choices that help bind them', meaning that most strategic plans are more accurately described as 'budgets with prose'.