The third part of Richard Rumelt's kernel of strategy is coherent action. Coherent action is a set of coordinated activities, including resource allocations, initiatives, or projects that implement the guiding policy.
These activities must be coherent with one another: that is, they must be orchestrated, consistent, and coordinated. They cannot pull the organization in conflicting or even disparate directions. It is this coherence that gives the strategy its strength: without coherence, the organization does not have enough focus and is unable to create the leverage they need for their strategy to create a meaningful advantage.
The coherent actions are how the organization applies strength against areas of weakness or toward the best opportunity.
- Strategy provides a framework for bridging the gap between the current state and an ideal state
- Strategy revolves around a diagnosis, a guiding policy, and coherent action.