STR.1:2 - Problem

“Strategy” can refer to a desired result, a direction, a plan of work, a business model or a document. Those meanings may all matter, but they are not interchangeable decision subjects. If a request to compare directions is silently treated as approval to build one, preparation becomes an unauthorized commitment. If a question about one service segment becomes a company-wide redesign, relevant differences disappear into an unnecessarily large assignment.

A frame can also be too narrow. A device-pricing question may depend on the field-service contribution those prices used to fund. Treating devices as the entire subject then hides the people and capability whose loss makes the price change strategic.

The difficulty is to choose a boundary wide enough to preserve consequential relations and narrow enough to produce a usable answer in time.