Baiba Matisone is a Strategy Consultant passionate about exploring the intersection of Business, Culture, and People. She is the founder of Planning Folklore, a strategy training platform, and hosts Strategy Pints, a strategy community in Berlin.
The Challenge of Imagination Deficiency in Strategy
A few months ago, I was given a formidable challenge: to explore the lack of imagination in strategy. As any strategist would, I approached this by investigating its root causes and potential solutions.
Through this exploration, three major obstacles emerged:
- The dominance of short-term thinking
- Echo chambers in strategy communities
- The postmodern phase of account planning
Let’s dive deeper into these challenges.
1. The Trap of Short-Term Thinking
One of the most pressing issues is the relentless focus on speed and short-term results. Organizations rush ahead without taking the time to reflect and build a sustainable long-term strategy.
This pattern is visible in case studies where many initiatives lack lasting impact due to the absence of structured, forward-thinking planning. A contributing factor is the short tenure of Chief Marketing Officers (CMOs), averaging only 18-24 months. Each new CMO often introduces a brand-new vision, discarding previous best practices that could have been refined and applied.
This creates an environment where short-term wins overshadow long-term vision, leading to a lack of accountability and fear-driven decision-making. Many professionals operate under the anxiety of the 3Fs – Fear, Failure, and Fired. If their ideas don’t align with immediate company goals, they risk being dismissed. This pressure suppresses imagination and innovation, forcing strategists into a restrictive mindset.
2. The Echo Chamber of Strategy Thinking
Another significant issue is the homogenization of strategic thinking. We tend to:
- Follow the same opinion leaders
- Read the same strategy books
- Attend the same training courses
This leads to predictability-where strategists generate similar insights and reference the same famous campaigns. The result? A lack of originality and fresh thinking.
For example, many strategic insights follow a familiar rhythm:
“You are not you when you are…”
Such repetition indicates a deeper issue: we are limiting ourselves by staying within a comfortable, well-trodden space instead of exploring new sources of inspiration.
3. The Postmodern Phase of Account Planning
We currently find ourselves in a postmodern era of account planning, characterized by:
- The deconstruction, fusion, and transformation of planning models
- A constant drive to develop new frameworks
- A lack of appreciation for original strategic foundations
While innovation is crucial, many new models lack logical depth or fail to acknowledge the contributions of original thinkers. This fragmentation leads to confusion, risking the loss of strategic mastery.
Additionally, there has been an overemphasis on creative execution rather than focusing on how advertising truly works. The original role of planners was to be advocates for the consumer, but this mission has faded in favor of chasing trends and viral moments.
Reviving Imagination in Strategy
Despite these challenges, there is hope. By taking action, strategists can reclaim creativity and imagination in their work. Here’s how:
- 1. Master the Basics Before Innovating
Study foundational strategy models before creating new ones. - Go beyond the restrictive 4C/5C frameworks-explore alternative models.
- Challenge yourself to think beyond famous case studies and bring in unconventional disciplines for inspiration.
By doing this, you broaden your perspective and contribute unique insights that set you apart.
- 2. Identify and Solve Meaningful Problems
Carry a pocket notebook to record observations about societal issues. - Let these insights marinate for a while before brainstorming solutions.
- Develop the habit of problem-spotting-great strategists see what others overlook.
Sharpening your ability to identify real problems will elevate your strategic thinking.
3. Slow Down and Allow for Daydreaming
- Avoid information overload-take Information-Free Days to clear your mind.
- Step away from the constant consumption of industry news and let creativity emerge naturally.
True creativity happens when you disconnect from the noise and connect with yourself.
4. Engage with Real People
- Return to the core mission of planners-understanding the consumer.
- Go beyond data reports-engage in direct conversations to uncover real motivations.
- Always ask the most important question: WHY?
Only by deeply understanding human behavior can we craft truly effective strategies.
Final Thoughts: A Call for More Imaginative Strategy
The strategic landscape is at a crossroads. If we continue to prioritize short-term wins, stay confined in our echo chambers, and dilute our craft with unstructured experimentation, we risk losing the essence of strategic thinking.
However, by reclaiming curiosity, slowing down, and engaging with real people, we can reshape strategy into a more imaginative and impactful discipline.
Let’s break free from the hamster wheel, embrace creativity, and redefine what it means to be a strategist.