Strategy is supposed to guide choices, not brand people. Yet our industry often treats grand titles as proof of sharp thinking. I think that is a mistake. We should judge strategy by clarity, decisions, and outcomes—not by the size of a role on a slide. This matters because clients, teams, and the public pay the price when title-first thinking crowds out real ideas.
“She’s VP, head of strategy, North America, Sid Lee.”
That line signals authority. It sets the room. But a title can’t speak for a plan. Authority without argument is noise dressed as signal. I respect senior roles. I also believe we owe people more than credential theater.
What a Title Reveals—and What It Hides
Titles tell us who signs off, who shapes decks, and who carries weight. They do not tell us what the strategy is. They do not show the trade-offs, the risks, or the proof.
When a leader steps in as “Head of Strategy,” I expect three things: a clear problem, a hard choice, and a way to measure if the choice was right. Without that, the title becomes a shield. Strategy is a verb before it is a noun.
I have seen rooms fall silent after a heavyweight title is read, as if the decision is made by resume. That is bad for the work. It is worse for the people who must execute a plan they do not understand.
The Case for Substance Over Status
Great strategy leaders make complexity simple. They name the tension. They say what we will do and what we will not do. They accept the cost of focus. They are brave on record, not just in role.
Here is the standard I believe serves everyone—from clients to creatives to consumers:
- State the problem in one sentence. If it needs a paragraph, it is not clear yet.
- Commit to a single, testable choice. No hedging. No “both.”
- Define the kill criteria. Know when to stop or change course.
- Show the trade-offs. Say what you will not do.
- Tie tactics to the choice. Every action ladders back.
These steps turn titles into tools. They protect teams from drift and clients from waste. They also build trust that survives bad quarters and tough news.
But Don’t Titles Matter?
Yes. They map responsibility. They help navigate who decides what. They also set expectations the leader must meet. When the title leads and the logic lags, we get fluff. Credibility is earned by argument, not assumed by seniority.
Some argue that experience reduces the need for detail. I disagree. Experience should make the detail crisper and the choices braver. If anything, senior voices should welcome harder questions. A strong leader invites the “why,” answers it plainly, and keeps moving.
What I Want From Strategy Leaders
I want fewer victory reels and more decision logs. I want plans that say “we chose this, not that, because.” I want a forecast of what will go wrong, and what we will do when it does.
Most of all, I want leaders to model intellectual honesty. Say “we don’t know yet” when that is true. Set learning goals. Publish what failed. Teams grow on candor, not ceremony.
The Better Standard
We can fix this without a manifesto. We need consistent habits that rate thinking over titles:
- Open every strategy meeting with the problem statement and the decision to be made.
- Require one page that links choice, trade-offs, and measures.
- Review outcomes against the original bet, not revised memories.
These are simple, repeatable, and hard to fake. They reduce spin. They let skilled leaders shine for the right reasons.
The line “She’s VP, head of strategy, North America, Sid Lee” should open a door, not close a debate. Titles can invite pressure-tested ideas. They should never replace them.
We owe our teams and clients more than status signals. We owe them choices that stand up in daylight.
Final Thought
Let’s stop treating strategy like a label. Demand a clear problem, a bold choice, and proof it worked—or didn’t. If you hold a big title, lead with your reasoning. If you sit in the room, ask for it. The work improves when argument beats authority.
Ask the next leader who speaks: What’s the single choice, and how will we know if it was right? Then wait for the answer. That is how strategy earns its name.
