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Rumelt’s Strategy Evaluation Framework
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Organizations too often fail at strategy, because they focus on buzzwords and lofty ambitions rather than applying practical frameworks. Richard Rumelt’s Strategy Evaluation Framework is a pragmatic tool for assessing whether an organization’s strategy is viable, realistic, and adaptable. Rumelt’s Strategy Evaluation Framework shines because it forces businesses to face real challenges: is this strategy aligned internally, externally, is it realistic, and will it keep us ahead of the pack? Asking these tough questions upfront saves time, money, and heartache down the road.
As the world becomes more complex, with constant disruptions from AI to shifting regulations, smart organizations will adapt. This framework is their guidepost, showing that a winning strategy is one that’s rooted in reality yet adaptable enough to grow with the future.
Breakdown of Rumelt’s Four Criteria
- Consistency: Strategy should be free of internal contradictions. It’s about ensuring that all organizational activities are aligned, from resource allocation to decision-making processes.
- Consonance: Strategy must adapt to external factors such as market trends, competition, and technological shifts. The focus is on aligning internal efforts with the external environment.
- Feasibility: The resources—financial, human, and operational—must match what the strategy requires. Overambitious strategies often falter here, as they lack a solid foundation in available assets.
- Advantage: This examines whether the organization can sustain an edge over competitors through differentiation, cost leadership, or unique resources that are hard to replicate.
Why This Framework Is a Game-Changer
Most organizations think of strategy as a grand vision, but without aligning it to real-world constraints and opportunities, these plans often end up being ineffective. Rumelt’s framework forces decision-makers to confront the brutal realities of execution. The Consistency criterion ensures that the strategy doesn’t contradict itself by pulling the organization in opposing directions.
The Consonance criterion keeps a company grounded in reality, reminding leaders to stay attuned to external changes. This framework makes it clear that strategies should evolve with the times instead of remaining static.
Feasibility matters more than executives often admit. It’s easy to dream big, but without the right resources or operational capacity, grand ideas become dreams. Whether it’s cash, manpower, or supply chain capabilities, leaders need to assess if the strategy is grounded in practical execution. Advantage, finally, isn’t just about being different. It’s about staying different in a way that competitors can’t easily copy.
Let’s look at the first 2 criteria of the model more deeply.
Consistency
Consistency is crucial because conflicting policies or mixed resource allocation can destroy a strategy’s credibility. If an automotive company is all-in on electric vehicles, but continues investing in gasoline-powered cars, it sends a message of confusion to investors and employees. A lack of internal alignment fractures progress and wastes valuable resources. Leaders must ensure that departments—whether it’s marketing, R&D, or finance—are marching toward the same goals. Clarity is king.
Consonance
Consonance asks whether the strategy makes sense in light of external trends. Take Netflix: They didn’t just build a streaming platform; they understood the broader societal trend of on-demand media consumption and declining cable subscriptions. Netflix’s consonance with emerging digital and consumer trends cemented its place as a market leader. The moment an organization ignores such shifts, it risks irrelevance. Companies that fail to align with broader forces end up blindsided, scrambling to catch up rather than leading the charge.
Case Study: Apple’s Strategic Mastery
Apple serves as a premier example of the Rumelt Strategy Evaluation Framework’s application. For Consistency, Apple’s entire ecosystem—iPhones, MacBooks, services—works together in a harmonious loop. Its strategy is internally consistent with its goals of creating a seamless user experience across devices, continuously reinforcing its core brand value of premium quality and design.
With Consonance, Apple continually evolves in line with external market forces. From recognizing the rise of streaming services with Apple TV+ to capitalizing on cloud storage with iCloud, Apple remains in step with global digital trends. It doesn’t just respond to market forces; it anticipates them. Apple’s ability to launch services like Apple Music and Apple Pay aligned perfectly with the growing demand for integrated digital ecosystems.
FAQs
What if my strategy is only partially feasible?
Adapt the strategy to match your current resources or find ways to acquire what you need. Often, that means scaling down or securing external partnerships.
How can I tell if my strategy is consonant with the market?
Regularly monitor industry trends, emerging technologies, and regulatory changes. It’s vital to match strategic priorities with what’s happening beyond the organization.
What happens if internal consistency is lacking?
It creates chaos. Mixed signals from leadership will confuse teams, misalign resource allocation, and lead to subpar results across the board.
Why is advantage so hard to sustain?
Markets evolve fast. Competitors can imitate innovations, and technologies quickly become obsolete. Continuous investment and innovation are critical to maintaining an edge.
Interested in learning more about the other criteria of the Rumelt’s Strategy Evaluation model? You can download an editable PowerPoint presentation on Rumelt Strategy Evaluation here on the Flevy documents marketplace.
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About Mark Bridges
Mark Bridges is a Senior Director of Strategy at Flevy. Flevy is your go-to resource for best practices in business management, covering management topics from Strategic Planning to Operational Excellence to Digital Transformation (view full list here). Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization by leveraging Flevy's library of best practice methodologies and templates. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.
