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Think about the last strategy that flopped on your team. Not the one that was poorly executed -- the one where the execution was fine but the results never showed up.

Odds are the diagnosis was wrong.

Richard Rumelt nailed this in Good Strategy, Bad Strategy: the kernel of good strategy starts with a diagnosis. Not a goal. Not a plan. A clear-eyed naming of what's actually in the way. Most teams skip that step entirely. They jump straight to the plan because planning feels productive. Diagnosing feels like stalling.

It's not.

Will Larson put it sharply on Lenny's Podcast: "Bad strategy usually comes down from a willful disbelief of what are the accurate diagnosis views, which means that your guiding policies are going to be incoherent to begin with." Read that again. If you misname the constraint, every decision downstream is built on a lie.

So what does this actually look like in enablement?