Diagnosis in engineering strategy.

Diagnosis is the bedrock of any strategy; without it, leaders skip understanding constraints and the plan collapses. The article argues that every failed strategy traces back to a lazy or inaccurate diagnosis, and that a solid diagnosis makes later steps feel like an afterthought.

A practical, repeatable process is described: start with a braindump of current circumstances, review exploration, pull in past diagnoses, tag fit, then gather dissenting perspectives. The author stresses representing each viewpoint, even uncomfortable ones, so the final diagnosis is a web of evidence rather than a single bias.

Data is woven into the diagnosis to give weight to observations. Examples from Stripe's Sorbet and private-equity scenarios show how staffing numbers, test coverage, or headcount constraints turn vague concerns into concrete facts that can be linked and verified.

Controversial parts-like calling out a senior leader's hiring standards-must be reframed politely but honestly. The piece shows how to turn blockers into diagnosed conditions, turning "impossible" into a problem the strategy can address.

Finally, self-awareness is highlighted: leaders own past decisions that contributed to the problem, and updating the diagnosis with new data signals thoughtful leadership. The takeaway is a disciplined, humble approach to diagnosis that prevents blind jumps to solutions.