What Is Strategy? It’s a Lot Simpler Than You Think

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To many people, strategy is a total mystery. But it’s really not complicated, says Harvard Business School’s Felix Oberholzer-Gee, author of “Better, Simpler Strategy”.

00:00 To many people, strategy is a mystery.
00:25 Strategy does not start with a focus on profit.
00:52 It’s about creating value.
01:00 There’s a simple tool to help visualize the value you create: the value stick.
01:30 What is willingness-to-pay?
02:30 What is willingness-to-sell?
03:14 Remind me: Where does profit come in again?
03:48 How do I raise willingness-to-pay?
05:00 And how do I lower willingness-to-sell?
06:18 Real world example: Best Buy’s dramatic turnaround

Companies should simplify and focus on two value drivers, he argues: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and improve customer experiences.

Oberholzer-Gee is the author of the Harvard Business Review article “Eliminate Strategic Overload” ( as well as the book “Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance” (

Produced and edited by Scott LaPierre
Video by Dave Di Iulio and Elie Honein
Animation by Alex Belser

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43 COMMENTS

  1. A useful distinction is that strategy is not simply a plan for growth. The harder question is where value will actually come from and which choices create a defensible position. Financial performance tells us what happened; strategy should help explain why.

  2. I believe there's a certain extent to what explained:
    1. It doesn't apply to luxury products, here the higher the price is compared to the willingness to pay (even exceeding the benchmark), the better the brand positions itself in the customer's mindset and preference.
    2. The willingness to sell: as you make the job easier and people realize they are performing better, they will ask for more perks, so no lower Willingness to sell guaranteed

  3. I think people are confused because the first minute answers the question posed in the title. Strategy is defined as your plan to create value. The entire rest of the video is about how you do that, which is not strategy, but tactics.

    The other video does a better job defining strategy, as what game you’re going to play and how you are going to win. That also centers around value creation.

    The videos are in harmony but only if you’re paying close attention.

  4. If Felix had said "It's an approach to create value" (rather than a Plan) then I think this idea is wholly compatible with Roger Martin's idea about a Strategy (which could be argued is about the Willingness to Pay) and also adds to this idea by talking about the Willingness-To-Sell. The idea of Willingness to Sell could also be argued to also link what someone like Simon Sinek argument about identifying the employee's "Why", albeit in arguably in a darker kind of tone.

  5. And then there’s the “fluff factor” which is the difference between the value I put on information like this and the value people seem to inherently ascribe to anything with the Harvard badge on it.

  6. Model proposed here is presupposing free market structure on both ends , which is not so obvious (especially on the willing to sell), also the concept of value defined here makes finance and KPI computing very qualitative… I wonder how it can effectively be operational …

  7. In unsurprising business school myopia, the author neglects real world forces such as monopolization, distribution channel control, pricing collusion, and government regulation all of which have much greater impacts on willingness to pay than quality, network effects or other b-school mumbo jumbo.

    Similarly, tying things like health care to employment increases friction and distorts the market on the other end.

  8. Lates con profile fondate for easy builts con costomise and fillewere changing without a book smile for this art contractor because the firme went chess bé talents of whysecurity chalenge thats inspection we zeen a population.Swere do it fun test to my Biographie seed on one cadre to emergency if side and autobiographie.Ths.alk FTA.good travel BMKO

  9. Just watched another HBR video that says the exact opposite. You don’t control a strategy. It’s like a game of chess. The goal is to win by checkmate. The strategy is how you are going to achieve that goal. Aggressive play? Defense? Queen gambit? What sacrifices to make to achieve that goal.

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