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Chief
Can think about it in a tiered approach with the highest tier being "steering the ship".
If you're helping the CEO determine where the company should be in 5-10 years, that's strategy at its highest level. Then there's a level below that which can be either specific to a smaller unit of the company (steering a BU within a larger entity) or specific to an action that has already been identified as a possibility (e.g., CDD, growth). It starts to get more and more diluted the more you move down those tiers.
Basically, think about many steps you are away from the decision to move the company in the direction that it's heading. If you're implementing a new ERP, sure the work to identify which and how to align the people is "strategic" but it's done to enable a decision that was made many levels up.
Chief
I was at niche strategy firm seen as one of the best in it's industry before B4 and my work was split
~ 5% for CEO,
65% for other C-level,
20% VP level,
10% random
The least strategic was the VP level, we were almost always helping them execute something they were asked to do.
Strategy is like big data or teen sex. Everybody says they are doing it, there are many ways to do it but nobody is actually doing it.
Strategy is setting a vision. That can mean many thing for many areas. Corporate strategy is that vision of a whole business. But tech strategy is looking at the vision/North Star for what the technology landscape of a company looks like. Both are strategy but some will say some have more prestige
Chief
True but tech is an enabler, it's not the direction of a company. Hence why corporate strategy is perceived as more prestigious.
For example, Chipotle made a decision to operate the way it does, then following that decision, they charged/hired a ton of smart tech folks to figure out how to enable that decision. Those tech folks worked with ops to support the development of a just-in-time supply chain, worked with marketing to design a digital customer experience, and worked with bizops to get the right data to the right decision makers. Tons of strstegic thinking guiding the assessment phase of those activities but they don't happen unless the Corp strategy supports investing in them.
Strategy is the good things you deliberately don’t do.