The Myth of Objectivity & Strategy

Overview
The article challenges the common belief that strategic decisions can be made purely objectively. Roger Martin argues that strategy is inherently subjective, shaped by personal perspectives, values, and the context in which leaders operate.

Key Takeaways

• Objectivity in strategy is a myth; subjective judgment is unavoidable.
• Recognizing bias and embracing diverse viewpoints leads to better strategic outcomes.
• Leaders should balance analytical rigor with intuition and experience.
• Decision-making frameworks must account for uncertainty and human judgment.

Who Would Benefit

• Technical leaders and engineering managers who set product strategy.
• Executives and senior managers involved in strategic planning.
• Anyone interested in improving decision-making processes in technology organizations.

Frameworks and Methodologies

• No specific framework is presented, but the article references the need for a blended approach combining data-driven analysis with experiential insight.