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Roger Martin discusses the distinction between planning and strategy, emphasizing that they are not the same, despite being often conflated in the term "strategic planning." He argues that much of what is labeled as strategic planning in business is merely a collection of activities, such as improving customer experience or opening new facilities, rather than a true strategy. Without a cohesive strategy, these activities may not lead to satisfactory outcomes for the company. He defines strategy as an integrative set of choices that effectively positions an organization for success.
