r/strategy

Every person I speak to, and even with the comments I’m seeing, I see that people are immediately put off by content that sounds AI.

There are tropes that everyone has started recognising, but then I see content of some creators where those troops are very clearly visible, but the audience is not pointing that out or reacting negatively to it. They are still getting the same numbers. Why?

Is it because the character presenting the content is likeable? Or is it something entirely different that I’m just not able to comprehend?

Strategy is a set of decisions an organisation makes to set itself apart. Those decisions determine the activities to carry out. AI adoption might be one of those activities, but it's not the decision itself (ideally).

For IKEA, it's flat-pack and self-assembly for low cost.

For Microsoft, it's enterprise customers and sticky ecosystem for market domination.

It's not AI, ML, LLM, or any particular tool or technology. 

AI is available to everyone, just like electricity. If low cost is your moat, you'd then look at minimising it further. The answer to minimise it might be more AI, less machinery, or something entirely different.

"More AI" isn't a strategy, it's FOMO. It can (and should) be an ingredient of business process redesign that ladders up to a strategic element.

The question should remain the same: How are you amplifying your strategic positioning?

What are your thoughts/experience on this? Is it just a shiny prefix to sprinkle everywhere? Or does it actually add value?

>Most companies follow this exact cycle:
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>The problem isn’t the strategic intent, it’s that strategy is treated as a static document rather than continuous, living infrastructure. By the time a slide deck is exported to PDF, the market telemetry has already moved.
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>More teams are moving toward dynamic strategy operating systems that connect live market research, continuous SWOT adjustments, and real-time execution roadmaps.
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>Curious how your teams handle this:
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The Core Concept: The Blue Ocean Strategy is a framework for shifting focus away from battling competitors in crowded markets, and instead focusing on creating entirely new, uncontested market spaces.

​Red Oceans vs Blue Oceans:

Red Oceans: The known market space. Industry rules are defined, and companies fight fiercely for a share of existing demand. This cutthroat competition shrinks profit margins and turns the water "bloody."

Blue Oceans: The unknown, untapped market space. Demand is created rather than fought over, allowing for rapid, highly profitable growth without direct competition.

Creating "Value Innovation": This is the engine of the strategy. Traditional business rules say you must choose between offering high value at a high cost, or low value at a low cost. Value innovation breaks this rule by simultaneously driving costs down while driving buyer value up.

Reducing Dependence on Competition: To break away from industry norms, organizations use a four-step framework to rethink their offerings:

Eliminate: Remove costly industry-standard features that offer no real value to buyers.

Reduce: Decrease elements that are over-designed purely to beat competitors.

Raise: Increase factors that customers genuinely care about, well above the industry standard.

Create: Introduce entirely new value for customers that the industry has never offered before.

Innovation & Market Opportunities: Identifying a blue ocean requires looking outward. Instead of obsessing over direct competitors, organizations must innovate by analyzing non-customers. By understanding exactly why people refuse to buy from the current industry, companies can build solutions tailored to untapped demand.

The Benefits:

Temporary monopoly-like advantages in a new space.

Higher profit margins due to eliminating expensive, unnecessary features.

Strong brand equity as the undisputed pioneer of a new category.

The Challenges:

Risk of misjudging the market and launching into an empty ocean where no demand exists.

Internal friction, as stakeholders often resist abandoning traditional competitive metrics.

Eventual imitation, as blue oceans inevitably turn red once competitors see the profits.

Key Managerial Lessons:

Benchmarking against rivals simply turns your product into a copy of theirs.

Growth lies in understanding the pain points of the people who aren't buying your industry's products.

Pivoting to a blue ocean requires full organizational alignment; marketing, operations, and cost structuring must move together.

(Note: Written for a university project on business frameworks! What do you think is the hardest part: finding the Blue Ocean, or getting internal stakeholders to stop obsessing over what competitors are doing?)