Strategy Unplugged with Dr. John Hillen
We’re back with our latest episode of Polaris, Strategy Unplugged. This week we’re examining business strategy. Strategy is a term that's thrown around quite a bit, but what does it really mean? And why do so many businesses struggle with it?
Today I'm excited to welcome the esteemed Dr. John Hillen to Polaris. It’s a great “forty-minute MBA” – a master class in business strategy.
Dr. John Hillen is a versatile leader with an impressive background spanning business, government, the military, and academia. As a CEO, Board Chairman, and former U.S. Assistant Secretary of State, he's navigated complex strategic landscapes and shared his insights through teaching at Duke University and George Mason University. An author of several influential books, including 'What Happens Now? Reinvent Yourself as a Leader Before Your Business Outruns You,' Dr. Hillen has also contributed to prestigious publications such as Forbes and The New York Times. He also holds two masters’ degrees, a Ph. D from Oxford, and a Fulbright Scholarship.
His book, The Strategy Dialogues, - already a best-seller – is structured as a series of narrative discussions that reflect real-world strategy development consulting engagements. I really enjoyed our conversation (Also, it wouldn’t be an episode of Polaris without a lengthy reading list and data summary in the References section.)
Here are some of our highlights:
Strategy is often misunderstood. John highlighted examples of companies aiming for share price increases or top service provider status. Many organizations struggle with this; strategy is essentially about answering how they can best position themselves to succeed.
Strategic thinking is crucial for leaders. Beyond execution, they must focus on long-term planning and recognize patterns. Strategic thinking requires ongoing attention and can be developed through practice, similar to athletic training.
John also discussed “blue ocean strategy” - an approach about finding open space for exploration rather than contending in close with the enemy. He explained during his combat time, he learned the value of going to “where the enemy ain't”, to get a better picture of what's really out there, instead of rushing into immediate confrontation.
Just as people need to practice strategic thinking, organizations need to develop strategic discipline. It's not enough to write an annual strategy document that gets filed away until the next off site. John recommends developing the right dashboard to measure strategy success and failures. Repeated and continual focus on strategic outcomes helps ensure your strategies get better and better year after year.
It was a great discussion, and it certainly filled in some of the gaps in my knowledge going back to Business School. We also had a lively side discussion about pop culture that ranged from the Lord of the Rings and the Godfather through Peaky Blinders and Slow Horses.
It was an honor to welcome John to Polaris – and I hope you enjoy this one. Thanks.
Credits
Polaris is produced with the help of our friends at Riverside.fm. Our theme song, “Alternative Dream” is provided courtesy of Adobe. Additional music and sound provided by IndieGuy Records. Graphic design by Josh Brantley.
Polaris is available on Apple, Spotify, Amazon, YouTube or wherever you get your favorite podcasts. Thanks.
Show Notes
In this episode of Polaris, Chris McNulty engages with Dr. John Hillen, author of 'The Strategy Dialogues', to explore the complexities of business strategy. They discuss the common misunderstandings surrounding strategy, the importance of dialogue in strategy development, and how to bring strategic thinking into everyday business practices. Dr. Hillen emphasizes the need for clear definitions of strategy, the distinction between strategic planning and thinking, and the critical questions organizations should ask to define their strategic direction. The conversation also touches on the significance of values, the role of networking in strategic relationships, and innovative approaches like blue ocean strategy. Finally, they address the pitfalls of annual strategy cycles and the importance of measuring strategic success.
Dr. John Hillen is a versatile leader with an impressive background spanning business, government, the military, and academia. As a CEO, Board Chairman, and former U.S. Assistant Secretary of State, he's navigated complex strategic landscapes and shared his insights through teaching at notable institutions like Duke University and George Mason University. An author of several influential books, including 'What Happens Now? Reinvent Yourself as a Leader Before Your Business Outruns You,' Dr. Hillen has also contributed to prestigious publications such as Forbes and The New York Times. He also holds two masters’ degrees, a Ph. D from Oxford, and a Fulbright Scholarship.
References
Interview Notes
Our guest, Dr. John Hillen, is the author of The Strategy Dialogues.
You can get in touch with him through his website, JohnHillen,com
Andrew Ross Sorkin also used narrative dialogue to tell the story of the 2008 financial crisis in Too Big to Fail
“The undiscovered country from whose bourn no traveller returns.“ – William Shakespeare, Hamlet, Act 3 Scene 1. – see AllGreatQuotes.com
Norm Augustine, Lockheed Martin CEO, looked at the business implication of Shakespeare’s work in Shakespeare in Charge: The Bard's Guide to Leading and Succeeding on the Business Stage
Lee Iacocca thought about the minivan at Ford, but made it a reality at Chrysler in 1983 - The History of the Minivan – Smithsonian Magazine 2013
Cirque du Soleil is known for their global stage shows and traveling performances – learn more about their origin at How Cirque Du Soleil's Strategy Reinvented The Circus (Instrategia)
Heidi Roisen is legendary for making strategic leadership networks through Silicon Valley.
Statistics and Data Points
According to a survey conducted by Forbes Coaches Council, 90% of respondents believe a strategy is necessary to carry out business activities. But only 14% of executives indicated they had fulfilled their strategic plan from the prior year. [Source: The Importance Of Strategic Planning For Business Success, Forbes]
Based on a study by ClearPoint, 80% of leaders feel their company is good at crafting strategy, but only 44% feel they are good at implementation. [Source: 50+ Strategic Planning Stats: Boost Your Strategy Success – ClearPoint]
Pop Culture
The Lord of the Rings (film series) - Wikipedia
The Lord of the Rings (film series) - Wikipedia
Succession – won six Emmys in 2024 to bring its t9tal to 19. - How Many Emmys Did Succession Win in 2024? - Parade
Events
Microsoft 365 Community Conference | May 5-8, 2025 (Vegas)
Microsoft Build | May 19-22 (Seattle Convention Center)
European Collaboration Summit | May 26-28, 2025 (Düsseldorf, Germany)
Mastering Your AI Rollout: Success Strategies | June 12, 2025 (TribalHub Online)
TechCon 365 Seattle - June 23-27, 2025
Takeaways
Strategy is often misunderstood and misapplied in organizations.
Dialogue is a powerful tool for developing and understanding strategy.
Strategic planning is not the same as strategic thinking.
Key questions like 'What is our winning aspiration?' are essential for effective strategy.
Building strategic thinking skills is vital for leaders and organizations.
Networking and relationships are integral to successful strategic leadership.
Blue ocean strategy encourages companies to seek untapped markets.
Avoiding the annual strategy trap requires continuous measurement and adaptation.
Sound Bites
“I think the A question in strategy is not what to do, but what do we not do? What do we not spend?”
“Trying to see patterns emerging in the future...because the future rarely follows a perfectly linear path...[is what] strategic thinking really is versus the annual corporate budgeting drill is. That's the number one reason why I see people resisting...true strategic thinking and planning.”
“Everybody's got the strategic thinking muscle, even though only a small percentage ... naturally think strategically, but everybody can build that muscle.”
“[On strategic networking] If you wait until you need a [strategic] relationship, it's too late to form it.”
“[Blue Ocean Strategy] Instead of seeking out the most competitive environment where everybody's fighting for the customers and the ocean is red from all the blood in the water, go to where the customers ain't, but you could provide a value proposition that could draw new customers there.”
"Let's go where the enemy ain't."
Chapters
00:00 Introduction to Dr. John Hillen
04:25 Introducing Dr. John Hillen
07:00 The Strategy Dialogues: A Narrative Approach
11:29 Bringing Strategy Down to Earth
15:24 Defining Strategy vs. Goals
18:10 Key Questions for Strategic Thinking
21:24 Success in Strategy: The IKEA Example
24:33 Cultivating Strategic Thinking Skills
29:14 The Power of Networking in Leadership
34:28 Understanding Blue Ocean Strategy
44:08 Avoiding Common Strategic Pitfalls
45:57 Cultural Reflections and Personal Insights
49:47 Staying in Touch
50:57 Upcoming Events
53:04 Wrap-Up and Acknowledgments
