There was an odd point in the first US presidential debate when Senators Obama and McCain got into a semantic argument about the difference between a “strategy” and a “tactic.” Do you remember it? It stuck with me for days afterward–partly because I thought the exchange indicated something about McCain’s temperament and partly because it struck a chord with me in my thinking about technology strategy and planning for nonprofits.

McCain groused “I’m afraid Senator Obama doesn’t understand the difference between a tactic and a strategy.” And Obama later countered with “That’s not true, we had a legitimate difference, and I absolutely understand the difference between tactics and strategy.”

What struck me then, and what I’m reminded of now, is this idea that strategy and tactics and plans are somehow at odds. In reality, they should go hand in hand. At least, that’s how we think of it here at NPower. An operational plan for technology is a great thing to nail down–many organizations don’t even have that. But without connecting technology planning to technology strategy, the plan often goes unfunded and unfollowed. The environment can change quickly, making plans that aren’t tied to strategy become outdated. This is even more likely in our current days of economic uncertainty.

Plan on having a strategy in 2009.