{"id":45647,"date":"2025-10-20T06:00:00","date_gmt":"2025-10-20T04:00:00","guid":{"rendered":"https:\/\/strtgy.design\/articles\/the-25-laws-of-strategy-chapter-i\/"},"modified":"2026-11-04T13:10:39","modified_gmt":"2026-11-04T12:10:39","slug":"the-25-laws-of-strategy-chapter-i","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/the-25-laws-of-strategy-chapter-i\/","title":{"rendered":"The 25 Laws of Strategy – Chapter I"},"content":{"rendered":"\n
\"\"
Soneva Fushi Flying Sauces – Antonio Civita 2025<\/figcaption><\/figure>\n\n
\n

“The only thing that can be predicted with certainty is that soon your company will be called upon to change in a way it could not have imagined.”<\/p>\n<\/blockquote>\n\n

Gary Hamel, author of Humanocracy<\/a><\/p>\n\n

\u2014<\/p>\n\n

Every team talks about \u201cstrategy.\u201d Few put it into practice.<\/p>\n\n

Over the past few months, I\u2019ve gathered the most common challenges: priorities that change every week, confusion between KPIs and KRs, fluid roles, firefighting, and never enough time. The problem isn\u2019t the complexity of the world; it\u2019s the absence of criteria for making choices<\/strong>.<\/p>\n\n

Strategy is often confused with planning or a list of goals. That\u2019s why it ends up in slide decks\u2014or worse, in a spreadsheet.<\/p>\n\n

In twenty years of work, I\u2019ve seen one constant: strategies that work don\u2019t come from a brilliant idea by the CEO, but from the discipline of making choices and standing by them over time<\/strong>.<\/p>\n\n

The discipline of choosing<\/strong>, of giving things up, of aligning everyday actions with a clear idea of what it means to win.<\/p>\n\n

The discipline of understanding<\/strong> that execution doesn\u2019t come after strategy, but is how strategy takes shape<\/em>.<\/p>\n\n

The even rarer discipline of recognizing that no decision is forever<\/strong>: the world changes, customers change, and our beliefs must change just as quickly.<\/p>\n\n

I decided to write a five-chapter series bringing together twenty-five fundamental principles that guide my work and that of hundreds of teams who now use MAKE PROGRESS\u00ae as a goal-based strategy execution system.<\/strong><\/p>\n\n

These aren\u2019t immutable laws, but principles no company I know has ever been able to ignore.<\/p>\n\n

Each principle is a lens through which to see more clearly, to distinguish what truly matters from what distracts.<\/p>\n\n

Here\u2019s the publication schedule.<\/p>\n\n

Chapter I \u2013 The nature of strategic choice
<\/strong>Published Monday, October 20 at 7:00, in this note<\/em>
<\/strong>Every strategy begins with giving something up. Understanding what it really means to \u201cwin\u201d and where it\u2019s worth playing is where it all begins.<\/p>\n\n

Chapter II \u2013 Internal coherence
<\/strong>Published Monday, October 27 at 7:00, <\/em>read it here<\/em><\/a>.<\/em>
<\/strong>One isolated choice isn\u2019t enough. Value comes from connections: between capabilities, metrics, incentives, and collective behavior.<\/p>\n\n

Chapter III \u2013 The discipline of action
<\/strong><\/strong>Published Monday, November 3 at 7:00, <\/em>read it here<\/em><\/a>.<\/em>
Execution isn\u2019t the second half of strategy: it\u2019s its proving ground. Priorities, budgets, and decision-making rhythms are strategy itself.<\/p>\n\n

Chapter IV \u2013 Learning over time.
<\/strong><\/strong>Published Monday, November 10 at 7:00, <\/em>read it here<\/em><\/a>.
<\/em>Strategies don\u2019t work forever. The ability to learn faster than your competitors is the only defense possible.<\/p>\n\n

Chapter V \u2013 NO SPOILERS<\/strong>
<\/strong>Monday, November 17 at 7:00<\/strong><\/p>\n\n

This series aims to give you a grammar for thinking rigorously.
Because strategy isn\u2019t an exercise in creativity, but an exercise in clarity<\/strong>.<\/p>\n\n

Invite a colleague to subscribe so they don\u2019t miss the next emails.<\/p>\n\n

\n\n

Chapter I. The nature of strategic choice.<\/h1>\n\n

Law 1
Strategy is a choice.<\/h3>\n\n

Without giving something up, there is no direction.<\/p>\n\n

Strategy begins when ambiguity ends.<\/p>\n\n

As long as an organization is trying to be \u201cflexible,\u201d \u201call-encompassing,\u201d or \u201copen to every possibility,\u201d it doesn\u2019t yet have a strategy; it only has intentions.<\/p>\n\n

Choosing<\/strong> means accepting the reality of constraints: resources, time, attention, and expertise. Every time you say \u201cyes\u201d to something, you say \u201cno\u201d to many other options. This sacrifice, often experienced as a loss, is actually the first creative act of strategic thinking.<\/p>\n\n

A strategy isn\u2019t about \u201cbeing the best,\u201d but about deciding how and where to play in order to gain a sustainable advantage<\/em>. Any company can grow for a while through enthusiasm and talent; few manage to do so consistently. The difference lies in the clarity of the choices made and upheld.<\/p>\n\n

The absence of choice is the root of almost every failed strategy. When everything is important, nothing really is.
Effective leaders don\u2019t seek consensus; they seek clarity<\/strong>.
They have the courage to decide not only what to do, but above all what to stop doing<\/em>.<\/p>\n\n

Choosing narrows the horizon. But it\u2019s precisely within that constraint that the freedom to win is born.<\/p>\n\n

\n\n

Law 2
You can\u2019t win without defining what \u201cwinning\u201d means.<\/h3>\n\n

Aspiration is the North Star that guides every other decision.<\/p>\n\n

Every organization says it wants to \u201cwin,\u201d but few know what they really mean.<\/p>\n\n

Win where, for whom, and how?<\/strong><\/p>\n\n

If you can\u2019t answer clearly, energy is scattered in contradictory directions: every project seems useful, every initiative seems strategic, until you realize that none of them really is.<\/p>\n\n

A winning aspiration isn\u2019t a motivational slogan, but a choice about meaning.<\/p>\n\n

It defines the ultimate purpose of the game and measures success in a way that is consistent with your identity.<\/p>\n\n

\u201cBeing the best\u201d isn\u2019t an aspiration that will take you far; it\u2019s a universal illusion.<\/p>\n\n

\u201cWe want to be the natural choice for business leaders who want to regain control of their growth strategy.\u201d<\/p>\n\n

An authentic aspiration has two characteristics: it provides direction (by guiding everyday decisions) and energy (by giving you a reason to play).<\/p>\n\n

When victory is precisely defined, strategy stops being defensive and becomes intentional.<\/p>\n\n

Without a North Star, even the best crew will end up going around in circles.<\/p>\n\n

\n\n

Law 3
You can\u2019t compete everywhere.<\/h3>\n\n

Every growing company dreams of expansion: new markets, new customers, new channels. But growth isn\u2019t a strategy; it\u2019s an outcome, and it can become a trap if it isn\u2019t guided by a clear choice of where to play.<\/p>\n\n

\u201cWhere to play\u201d<\/strong> is the most overlooked and most difficult decision.<\/p>\n\n

It means saying: yes here, no there.<\/em><\/p>\n\n

It means giving up potentially profitable segments if they don\u2019t allow you to build a sustainable advantage. It means recognizing that no organization can be equally strong everywhere, and that true strength comes from focusing where you\u2019re unique, not where you\u2019re simply present.<\/p>\n\n

Strategies fail more often because of excessive breadth<\/strong> than insufficient ambition.<\/p>\n\n

Many companies want to \u201cbe for everyone,\u201d until they discover they\u2019re truly for no one.<\/p>\n\n

Choosing where to play isn\u2019t about limiting yourself: it\u2019s about creating context, drawing boundaries around what winning means to you.<\/p>\n\n

Only a clearly defined playing field makes it possible to build consistency, capabilities, and recognition.<\/p>\n\n

Those who refuse to choose their playing field inevitably end up playing on someone else\u2019s.<\/p>\n\n

\n\n

Law 4
You can\u2019t win the same way as everyone else.<\/h3>\n\n

Most companies don\u2019t fail because they lack ambition, but because they imitate too much.<\/p>\n\n

As soon as a competitor succeeds, they copy them: the same model, the same tone, the same language, the same metrics. And yet, no one has ever won by repeating someone else\u2019s move.<\/strong><\/p>\n\n

How to win is the most creative and most dangerous choice in strategy.<\/p>\n\n

Creative, because it defines the unique mechanism for creating value for a specific audience.<\/p>\n\n

Dangerous, because it requires the courage to be visibly different\u2014and therefore open to criticism.<\/p>\n\n

Winning doesn\u2019t mean doing \u201cbetter\u201d what everyone else is doing, but doing differently what matters most.<\/p>\n\n

Apple didn\u2019t win by making faster computers, but by making design part of the very meaning of technology.<\/p>\n\n

Ryanair didn\u2019t win by cutting costs, but by redefining what people perceive as \u201cenough to fly.\u201d<\/p>\n\n

Competitive advantage comes from a unique logic for creating value, not from a race to outdo others with the same weapons.<\/p>\n\n

In the game of strategy, true victory isn\u2019t coming first: it\u2019s making others chase you.<\/p>\n\n

\n\n

Law 5
Every advantage is temporary.<\/h3>\n\n

But some last longer. Longevity comes from integrated capabilities, not temporary positions.<\/p>\n\n

In the market, nothing lasts forever.
Every competitive advantage\u2014whether in cost, brand, technology, or channel\u2014is bound to erode. Not because someone gets it wrong, but because rivals learn, imitate, and innovate.<\/strong> Strategy isn\u2019t about building an immutable monolith, but about maintaining a dynamic advantage<\/strong> over time.<\/p>\n\n

The companies that survive and grow aren\u2019t those that find a defensible position, but those that develop repeatable, adaptive capabilities<\/strong>.<\/p>\n\n

A position can be copied.<\/p>\n\n

But the ability to integrate skills, processes, and culture is much harder to imitate.<\/p>\n\n

Long-term competitive advantage doesn\u2019t come from the product, but from the system that generates it<\/strong>: the way people think, collaborate, and make decisions.<\/p>\n\n

This explains why some companies reinvent themselves over and over, while others wear themselves out after a single success.<\/p>\n\n

Treating an advantage as eternal is the beginning of its end.<\/p>\n\n

Treating it as a flame to be fueled every day through learning, discipline, and consistency is what keeps it alive.<\/p>\n\n

True strategy doesn\u2019t protect the past: it prepares you to build the next advantage\u2026 until it\u2019s time to reinvent yourself once again.<\/p>\n\n

\n\n

Putting it into practice<\/h2>\n\n

1. Identify what you need to stop doing.<\/h3>\n\n

Make a list of active initiatives\/projects and ask yourself:
if they didn\u2019t already exist, would I choose them today?<\/em><\/p>\n\n

Anything that doesn\u2019t pass this test is strategic deadweight.<\/p>\n\n

In MAKE PROGRESS, use Project Alignment to connect initiatives with the Growth Machine and KPI Book.<\/p>\n\n

2. Make the sacrifice explicit.<\/h3>\n\n

It\u2019s not enough to \u201cknow internally.\u201d Write it down:
we don\u2019t\u2026 \/ we don\u2019t serve\u2026 \/ we don\u2019t invest in\u2026<\/em>
<\/em>Until it\u2019s said out loud, it isn\u2019t a choice: it\u2019s a silent intention.<\/p>\n\n

In MAKE PROGRESS, use the Strategy Focus Onepager<\/a> to crystallize all your decisions on one page that\u2019s easy to write, share, and update<\/strong>.<\/p>\n\n

3. Turn focus into a company asset.<\/h3>\n\n

If you\u2019ve struggled to complete the first few points, I invite you to consider:
what\u2019s the one thing that, if we do it well, makes the others possible?<\/em><\/p>\n\n

In MAKE PROGRESS, define your Purpose, Vision, and Mission clearly. Have you tried working with this prompt?<\/a>\u00a0<\/p>\n\n

4. Put the choice on your calendar.<\/h3>\n\n

If your week doesn\u2019t change, you haven\u2019t chosen to work differently; you\u2019ve only wished you could.<\/p>\n\n

Cancel a call, a project, or a \u201ccourtesy\u201d analysis, and free up time to work on strategy.<\/p>\n\n

In MAKE PROGRESS, we call the rhythm of work Drumbeat. And when you connect it to your calendar, it becomes incredibly powerful.<\/a><\/p>\n\n

5. Clarity before speed.<\/h3>\n\n

A slow but aligned team makes more progress than a fast but inconsistent one.
Every choice is<\/strong> a burst of acceleration.<\/p>\n\n

Have you ever reviewed your projects using EVA Analysis<\/a>? In MAKE PROGRESS, we have ready-to-use templates to help you get any situation unstuck.<\/p>\n\n

Choosing is the beginning<\/h2>\n\n

But choosing isn\u2019t enough<\/em>: a choice is strategic only if every subsequent decision reinforces it instead of undoing it.<\/p>\n\n

If strategy is just a collection of inspirational phrases, it will never work.<\/p>\n\n

Strategy provides structural constraints.<\/p>\n\n

Giving something up is the first act of clarity; consistency is what makes it sustainable.<\/p>\n\n

In the next chapter, we\u2019ll explore precisely what happens after<\/strong> the choice.<\/p>\n\n

Because the next question is no longer \u201cwhat do we want to do?\u201d but \u201cwhat system is needed for this choice to deliver results over time?\u201d<\/strong><\/p>\n\n

I won\u2019t give anything away, but I can tell you this: some people think they have an execution problem when they actually have an internal coherence problem<\/strong>. And they often don\u2019t realize it.<\/p>\n\n

If Chapter I answers the question:
\u201cWhat is strategy?\u201d<\/strong><\/p>\n\n

Chapter II answers:
\u201cWhat makes it solid?\u201d<\/strong><\/p>\n\n

See you next Monday,<\/p>\n\n

ALWAYS MAKE PROGRESS \u25cf\u2191<\/p>\n\n

Antonio<\/p>\n","protected":false},"excerpt":{"rendered":"

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