I was asked to participate in the ISMTE conference in Philadelphia this month. Aside from the sweltering heat, it was a good conference. I shared a session with Kathey Alexander, who discussed the business aspects of society publishing and, in particular, the economics of working with a larger publisher, a topic that has been given some play here at the Kitchen. I addressed the matter of strategy and how it fits into the business operations of an organization. My argument is that (a) strategy is not something that sits outside a company’s operations but is an integral part of those operations (b) all business activity must be measured at all times against a company’s overarching strategy (c) strategy is not generic but most be highly particularized for the specific needs and circumstances of a single organization and (d) lofty expressions of goals in a company’s vision, mission, and strategy statements interfere with the hard and unpoetic work of building a successful enterprise.
I am pasting in the slides below and would welcome comments and, of course, the standard criticisms.