Simple strategy framework for pandemic response
The following framework is summarised from Good Strategy Bad Strategy: The Difference and Why It Matters, by Richard Rumelt.
It is certainly not the only way of thinking about strategy, nor is it optimised specifically for public policy. However, it can be a useful, simple structure for analysing or building a strategy in many domains, including governmental response to pandemics.
We will use this framework to structure some of our discussions this week.
A good strategy is comprised of three components
- Diagnosis of the critical challenge
- A guiding policy for addressing this challenge
- A set of coherent actions to execute this guiding policy
Diagnosis
A good diagnosis simplifies the situation by identifying only the most critical aspects of the situation at hand. It distinguishes the signal from the noise.
[Example – Apple’s Strategy with the iPod]: Apple identified that digital music players were difficult to use, had limited capacity, and were not well integrated with music management software.
[Example – Vietnam’s approach to COVID-19]: Vietnam’s Government identified that their healthcare capacity was limited compared to richer countries, and that they would struggle to treat large numbers of infected people.[1]
Guiding Policy
The guiding policy outlines the overall approach chosen to overcome the obstacles identified in the diagnosis. It sets the direction and principles that will govern the strategy. This policy should be a guiding principle for decision-making rather than a specific set of steps. It helps to channel actions and resources towards addressing the diagnosis.
[Example – Apple’s Strategy with the iPod]: Apple’s guiding policy was to create a seamless and superior user experience for digital music consumption.
[Example – Vietnam’s approach to COVID-19]: Swiftly detect and contain all cases of COVID-19 in the country to prevent large-scale community transmission.
Coherent Actions
These are the specific steps taken to implement the guiding policy. Coherent actions are consistent and coordinated, reinforcing one another to effectively address the challenge. The actions should be practical and doable, grounded in the reality of the organisation’s capabilities and resources.
[Example – Apple’s Strategy with the iPod]:
- Developing the iPod with a user-friendly interface and large storage capacity.
- Launching iTunes software to manage music easily.
- Creating the iTunes Store to provide easy access to a wide range of music.
- Integrating all these elements to work seamlessly together.
[Example – Vietnam’s approach to COVID-19]:
- Rapidly scaling up testing capacity
- Comprehensive contact tracing for positive cases
- Strict quarantine policies for positive cases and their contacts
Footnotes
See this quote from Vietnam’s Former Deputy Prime Minister, Vũ Đức Đam