Recently I wrote about those times when a company’s strategic plans are almost inseparable from their tactical execution. I know I keep gushing about Neeleman and JetBlue, but I’m constantly impressed with how he integrates strategy and delivery. The DirecTV onboard satellite television is a good example. At the beginning his executive team was against it: it was expensive, and (beyond Air Force One) an unproven technology. But Neeleman saw the connection to his strategy and pursued it. At both the strategic and tactical levels he pushed for lean, progressive use of technology that would not only reduce costs but improve the customer experience. In this case, the medium-haul flights were too brief for movies but a perfect fit for TV. JetBlue developed a close relationship with the manufacturer to get it working right, and later bought them out. They now license it to other airlines, creating a whole new revenue source for the airline.
And as you can imagine, there are as many examples where a company doesn’t create a good fit between strategy and the points of delivery that bring the strategy to life. I summarized my thoughts on my company’s recent experiences in these cases in a new essay, Strategic Delivery Points, also available in printer-friendly PDF format.