Blog #4: Applying scientific strategy development to career goal planning

Applying scientific strategy development to career goal planning

Earlier this year, while working a night shift at the hospital, I started soul-searching while perusing the endless supply of knowledge on the Harvard Business Review website. I found a code to buy a student subscription, and that night, read and thoroughly annotated Peter F. Drucker's article Managing Oneself. Drucker emphasizes feedback analysis for self-evaluation of performance and strategy, not corporate strategy, but personal. Two statements of the article really resonated with me:

"Do not try to change yourself--you are unlikely to succeed. Work to improve the way you perform"

and

"In a society in which success has become so terribly important, having options will become increasingly vital"

After reading Bringing Science to the Art of Strategy, I thought of Drucker's article and its adaptation of feedback analysis as not only applicable to companies, but applicable to everyone. So, I thought of how I may use the scientific application of strategy development in my own professional career. So, today, I will outline some thoughts.

According to Bringing Science to the Art of Strategy, there are seven steps to follow in developing sound strategy--as well as evaluating the current strategy. I will narrow down on some key steps that I find could be useful in mapping a career path. 

1. Move from Issues to Choice

To use in personal decision making, first, imagine what you would like to do. This could be a dream job, a salary, a career path. It does not have to be feasible right now. But a possibility. 

Instead of framing the decision-to-be-made as a chore and an issue, consciously frame it as a choice: what would you like to do? 

2. Generate Strategic Possibilities

Generate ideas in the name of creativity. The world is your oyster when planning a career. Here is where you can be creative and think about realistic, yet desirable outcome. 

With the help of a career advisor, the career services office, a mentor, and your parents, brainstorm 3-5 possibilities. Also include the current "status quo:" the career path that you've considered since you started college. By adding the "status quo," you can re-evaluate the original strategy.

3. Specify the Conditions for Success

At this step, think about "what must be true for each possibility to be a terrific choice." Evidence is not needed. 

Here, team members carefully think about factors that would have to align for career success. Wording these as declarative statements is a great aid, as it removes intimidating doubt.

Making a list, and then actively weeding the list will leave a handful of likely career possibilities. 

4. Identify the Barriers to Choice

Start with the possibilities that you believe may not work the best and work backwards. Make sure you are working with the team, as they have different areas of expertise and can help you.

5. Design Tests for the Barrier Conditions

Perform evaluations of barriers. If you want to pursue a graduate degree, what scores do you need? What majors get specific jobs? What specific questions would you ask someone who is in a potential career path already, or your dream job?

6. Conduct the Tests

Get out there in the world, and conduct the tests. As the article mentions: you "need analysis that are an inch wide and a mile deep." Really delve into the handful of possibilities, this will really inform your decision.

7. Make the Choice

Now that you have accumulated data on the handful of decisions, the final choice should come as a byproduct naturally. 

Implementing scientific strategy approaches does not only work for corporations, it can also be adapted to individual informed decision making. 

Best of luck in the career search!

A.G. LafleyRoger L. MartinJan W. RivkinNicolaj Siggelkow, Martin, R. L., & Osberg, S. (2015, October 12). Bringing Science to the Art of Strategy. Retrieved from https://hbr.org/2012/09/bringing-science-to-the-art-of-strategy

Drucker, P. F. (2019, March 19). Managing Oneself. Retrieved from https://hbr.org/2005/01/managing-oneself

A.G. LafleyRoger L. MartinJan W. RivkinNicolaj Siggelkow, Martin, R. L., & Osberg, S. (2015, October 12). Bringing Science to the Art of Strategy. Retrieved from https://hbr.org/2012/09/bringing-science-to-the-art-of-strategy

Drucker, P. F. (2019, March 19). Managing Oneself. Retrieved from https://hbr.org/2005/01/managing-oneself

A.G. LafleyRoger L. MartinJan W. RivkinNicolaj Siggelkow, Martin, R. L., & Osberg, S. (2015, October 12). Bringing Science to the Art of Strategy. Retrieved from https://hbr.org/2012/09/bringing-science-to-the-art-of-strategy

Drucker, P. F. (2019, March 19). Managing Oneself. Retrieved from https://hbr.org/2005/01/managing-oneself

A.G. LafleyRoger L. MartinJan W. RivkinNicolaj Siggelkow, Martin, R. L., & Osberg, S. (2015, October 12). Bringing Science to the Art of Strategy. Retrieved from https://hbr.org/2012/09/bringing-science-to-the-art-of-strategy

Drucker, P. F. (2019, March 19). Managing Oneself. Retrieved from https://hbr.org/2005/01/managing-oneself

A.G. LafleyRoger L. MartinJan W. RivkinNicolaj Siggelkow, Martin, R. L., & Osberg, S. (2015, October 12). Bringing Science to the Art of Strategy. Retrieved from https://hbr.org/2012/09/bringing-science-to-the-art-of-strategy

Drucker, P. F. (2019, March 19). Managing Oneself. Retrieved from https://hbr.org/2005/01/managing-oneself