Rumelt argues that strategy is"coherent action backed up by an argumentation effective mixture of thought and action with a basic underlying structure..." The structure that Rumelt subscribes to, he calls the Kernel, which consists of three things: * A diagnosis that defines or explains the nature of the challenge * A guiding policy for dealing with the challenge. The guiding policy is what [Roger Martin calls](https://rogermartin.medium.com/is-or-is-not-the-opposite-stupid-on-its-face-ab635b9c5582) a "unifying theory", something that unites all the actions; it's precisely this policy, this argument, that makes the following actions *coherent* and *logical* * A set of coherent actions design to carry out the guiding policy. The coherent actions remind us that strategy is more than just an argument, it's the *execution* as well. Some people separate tactics from sequence and "execution order." Rumelt observes that any strategy may consist of more than the kernel, but that if the kernel is absent or misshapen, it's a serious problem. Further, he says that if you can apprehend the kernel, it's a lot easier to create, describe, and evaluate a strategy. ## Reference Rumelt, Richard. Good Strategy Bad Strategy (pp. 77-78). Crown. Kindle Edition. > Good strategy is coherent action backed up by an argument, an effective mixture of thought and action with a basic underlying structure I call the kernel. A good strategy may consist of more than the kernel, but if the kernel is absent or misshapen, then there is a serious problem. Once you apprehend this kernel, it is much easier to create, describe, and evaluate a strategy. The kernel is not based on any one concept of advantage. It does not require one to sort through legalistic gibberish about the differences between visions, missions, goals, strategies, objectives, and tactics. It does not split strategies into corporate, business, and product levels. It is very straightforward. > > The kernel of a strategy contains three elements: > > * A *diagnosis* that defines or explains the nature of the challenge. A good diagnosis simplifies the often overwhelming complexity of reality by identifying certain aspects of the situation as critical. > > * A *guiding policy* for dealing with the challenge. This is an overall approach chosen to cope with or overcome the obstacles identified in the diagnosis. > > * A set of *coherent actions* that are designed to carry out the guiding policy. These are steps that are coordinated with one another to work together in accomplishing the guiding policy.