Good Strategy Helps People Make Tough Choices Under Uncertainty | Joel Grundy
Strategy can feel like a choice between two bad options: a rigid annual plan that gets ignored by February, or constant agility that mistakes motion for direction. We sit down with Joel Grundy, Head of Strategy at Q5, to get back to what strategy is meant to do: help leaders make a small number of tough choices in an uncertain world, without pretending we can “bridle” the market into certainty.
We dig into the lived reality of internal strategy work: building coalitions across investment, technology, people, and go-to-market teams, and staying close enough to leadership that strategy doesn’t become a factory of outputs. Along the way, we challenge the habits that flatten thinking, from purpose statements that drift away from what a business actually does, to pillars that become buckets for every initiative, to KPI lists that describe effects without naming the decisions that create them. Joel shares practical ways to improve strategic sensemaking, including war-gaming competitors and regulators, planning for shifting customer expectations, and keeping options open when you cannot know in advance what will work.
Real-world examples bring it to life: AI as a “firework inside the business”; Netflix and Disney making identity-shaping bets on IP; Apple’s scale and the difficulty of placing meaningful bets; and what defence and rail teach us about why market forces cannot always be the guiding mind. We close with a grounded view of the strategist’s role: not telling people what to do, but giving decision-makers what they need, sometimes as an analyst and sometimes as a counsellor, always with humility.
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Find Joel here: https://www.linkedin.com/in/joel-grundy-378b278/
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🔗 Full episodes, show notes, and resources: https://www.lbiconsulting.com/strategymeetsreality-podcast
📺 Watch on YouTube → https://www.youtube.com/@StrategyMeetsReality
Connect with host Mike Jones → https://www.linkedin.com/in/mike-h-jones/
