With the development of technology, digital transformation, and new consumer-centered approaches, businesses face new sharp edges that must be covered to meet clients’ needs. Aligning the requirements, addressing business and customer objectives on the same level to achieve the final delivery of a product or service is not an easy task. This entails a strong basis and requires developing a strategy.
Strategy is defined as a plan that specifies a series of steps or important concepts with the purpose of achieving a given objective. Michael Porter, a globally recognized expert on issues related to strategy, tells us that it boils down to what should and should not be done.
By presenting a good strategy, we can pull out information and data that offer greater value and competitive advantage. Strategy is closely related to the business world and management decisions, and defines the next steps of companies. But is strategy exclusive to the business world?
The answer is no. Strategy is a cognitive process that does not belong to a particular field, and helps us move toward results in the best way possible. The difference is when we apply strategy by using different tools for a given branch or area.
Traditionally, in the business world, strategic planning was most closely associated with the review and analysis of data in the form of graphics, statistics, and annual reports, which could help reveal and support the best way forward. While quantitative data are very accurate and can generate estimates about the future, other factors such as uncertainty must be considered.
Today, some professionals look at the big picture. In addition to considering quantitative data, they also give weight to qualitative data and contextual factors in order to make strategic decisions in support of meeting business objectives with respect to customer needs.
These professionals are known as “Design Strategists.” Their work consists of decision making based on strategic design, considering the user, context, and business interests. They understand that uncertainty is ever-present, often without the benefit of a quantifiable indicator, and placing the customer’s demands and needs at the center of the process, we can reach better results.
If we compare this “strategy” with its traditional definition, the objective remains the same but the tools and approach have changed. For this reason, this new type of strategy professional must have both intuitive and analytical skills.
Today, there is a growing demand for professionals with this profile. Although no specific career defines the position, the professional learns these skills along the way. The Design Strategist employs a portfolio of options and tools that go beyond what was traditionally available.