strategy
consists
of
an
integrated
set
ofchoices, but it isn’t a catchall for every importantchoice an executive faces. As Figure 1 portrays, thecompany’s mission and objectives, for example,stand apart from, and guide, strategy. Thus wewould not speak of the commitment of the NewYork Times to be America’s newspaper of record aspart of its strategy. GE’s objective of being numberone or number two in all its markets drives itsstrategy, but is not strategy itself. Nor would anobjective of reaching a particular revenue or earn-ings target be part of a strategy.