When most people think of strategy, they think of war. And it’s no wonder—our history books, leadership courses, and even popular business books are filled with military metaphors. From The Art of War to “conquering markets” and “defeating the competition,” strategy has long been framed as a battlefield.
It’s an easy metaphor, and for some, it works. If you’re obsessed with your competition, strategy can feel like war: ruthless, zero-sum, a fight to the finish. But I think it’s time to retire this metaphor. It’s limiting, outdated, and often irrelevant to the challenges most businesses face today.
Instead, I think strategy is more like gardening.
Gardening offers a better framework for understanding strategy because it captures the nuance and complexity of building something sustainable over time. Like gardening, strategy isn’t just about fighting off threats—it’s about selecting the right environment, nurturing growth, and harvesting the rewards in a way that keeps the cycle going.
Let’s dig into the metaphor and explore how the three main phases of gardening mirror the phases of strategy.
Phase 1: Where to Plant (Market Selection)
Every garden starts with a decision: where to plant. You look at your backyard—the patch of earth you have to work with—and assess the conditions. How much sunlight does this spot get? What’s the quality of the soil? Is there access to water? You can’t plant just anywhere; you have to work with what you’ve got and choose the spot that gives your seeds the best chance to thrive.
In strategy, this is the phase of market selection. It’s one of the most important decisions you’ll make, and like choosing a garden plot, it’s not simple. It’s not just about the competition; it’s about understanding the environment you’re stepping into.
What’s your sunlight? Your resources, connections, and knowledge.
What’s your soil? The trends, customer needs, and market gaps.
What’s your water? The funding, talent, and energy you have to sustain growth.
Just like in gardening, you can’t ignore the constraints you’re working within. As much as you might dream of planting your business anywhere in the world, your “backyard” is defined by who you are: your skills, your experiences, and the strengths of your cofounders. Choosing the right plot isn’t just about where the market looks hottest—it’s about where you can actually succeed.
Choosing the Right Seeds
Once you’ve chosen where to plant, the next step is deciding what to plant. This is where Hamilton Helmer’s concept of “leading with invention” from 7 Powers comes into play. Helmer talks about the origination phase—the early decisions that set your business apart—and I think of this as choosing your seeds.
The seeds you plant determine your future growth. Helmer highlights two strategies for the origination phase: counter-positioning and cornered resources.
Counter-positioning is about doing something your competitors can’t—or won’t—do. It’s looking at the market and identifying an approach that makes it almost impossible for the incumbents to follow without hurting themselves.
Kodak is the classic example. They invented the digital camera but couldn’t embrace it without cannibalizing their lucrative film business. Netflix is another. By eliminating late fees—a key revenue stream for Blockbuster—they planted their business in a way that Blockbuster couldn’t replicate without destroying its model.
Cornered resource is often thought of in a brute force manner, like monopolizing access to rare materials or patents. But cornered resource can also mean hiring key executives or assembling a team with unmatched expertise.
Netflix provides a prime example of this approach. They brought in Reed Hastings as Co-Founder and CEO to drive vision and strategy. Patti McCord, their Chief Talent Officer, helped create a groundbreaking culture of innovation. Ted Sarandos, Chief Content Officer, transformed Netflix into a content powerhouse. And Neil Hunt, Chief Product Officer, developed the platform that set Netflix apart. By securing these people as their “seeds,” Netflix cornered a resource that no competitor could replicate.
Phase 2: Protect and Nurture (The Growth Phase)
Once your seeds are planted, the real work begins. This phase of gardening is all about protecting and nurturing your young plants. You water them, ensure they get enough sunlight, and fend off pests. Growth doesn’t happen on its own—it requires constant care and vigilance.
In strategy, this is what Helmer calls the takeoff phase. Your business is in its early stages, and your goal is to strengthen its position and protect its resources. The “pests” in this phase are competitors, changing market conditions, and operational challenges.
Helmer identifies three key strategies—what he calls powers—for this phase:
1.Scale Economies: As you grow, your costs per unit should decrease, giving you an advantage over smaller competitors. Think of a gardener learning how to water more efficiently or bulk-buying fertilizer. Scale makes it easier to thrive.
2.Network Effects: Some businesses become more valuable as more people use them, like social networks or marketplaces. For example, eBay succeeded because the more buyers and sellers it had, the better it became for everyone. Network effects are like bees pollinating your garden—they help everything flourish.
3.Switching Costs: These are the barriers that make it hard for customers to leave you. If a gardener plants perennials instead of annuals, they’re committing to long-term growth. In business, switching costs might be data that’s hard to transfer, a learning curve for a product, or emotional loyalty to a brand.
This phase is where strategy feels most like war—you’re protecting your resources and defending against threats. But even here, it’s not about crushing enemies; it’s about creating an environment where your business can grow strong enough to stand on its own.
Phase 3: The Harvest (Stability)
When you think of harvesting, you might picture big machines rolling through fields, gathering everything at once. But in gardening, it’s rarely like that.
Take cherry tomatoes, for example. They ripen gradually over the summer, and you pick them as they’re ready. Or peppers—you can keep a pepper plant producing for years if you care for it properly. A good garden doesn’t give you one big payoff; it gives you a steady stream of rewards.
In business, this is the stability phase. Your company is established, and you’re reaping the benefits of your earlier work. But just like in gardening, the harvest isn’t a one-time event. It requires ongoing care to ensure you don’t lose what you’ve built.
Helmer highlights two powers that are critical in this phase:
1.Process Power: This is about building systems and processes that make your business efficient and scalable. A gardener with a good irrigation system doesn’t have to water each plant by hand. Similarly, a company with strong operational processes can keep growing without constant intervention.
2.Branding: A strong brand is like the reputation of a good gardener. It ensures customers come back to you season after season, trusting the quality of what you produce.
But even in the stability phase, you can’t become complacent. A neglected garden will overgrow with weeds, and a business that stops innovating will lose its edge.
Gardening is a Better Metaphor
I prefer gardening over war as a metaphor for strategy because it’s richer and more relatable. In gardening, there’s so much more going on than just fighting pests. You’re working with nature, creating something sustainable, and adapting to an ever-changing environment.
And let’s be honest: most of us haven’t been to war, but many of us have gardened—or at least played Stardew Valley. The language of war can feel alien and hyper-masculine. Gardening is universal, collaborative, and, frankly, a lot more relevant to the challenges of running a business in today’s world.
Final Thoughts
Strategy isn’t about conquering markets or crushing the competition. It’s about planting the right seeds in the right place, nurturing growth with care and adaptability, and harvesting sustainably over time.
So the next time you think about strategy, put down the sword. Pick up the trowel. Because in business, as in life, the best rewards come not from war, but from the garden.