Beware the Illusion: Why Best Practices and Status-Quo Optimization Aren’t Strategy

Many people—both individuals and organizations—fall into the trap of thinking that following the industry standard, or squeezing more out of what already works, is the surest path to success. The reality is, industries are full of efficient but average players. When you do exactly what everyone else does, you only guarantee that you’ll blend into a sea of competitors, never distinctly ahead and never truly memorable.

For example, imagine a group of local coffee shops. Every manager attends the same barista workshops, copies similar loyalty programs, and offers the same discounts as rivals. Each incremental tweak helps a little, but their overall performance rarely changes. Meanwhile, a new shop opens with a unique community storytelling night—and immediately draws lines out the door. Their strategic edge isn't about running the best version of the same model; it’s about making a clear choice to do something remarkable.

Business studies show that 'best practices' can help maintain minimum standards, but offer no protection from bold disruptors. Southwest Airlines, for instance, didn't win by flying planes more efficiently; they won by fundamentally changing who they served and how, refusing to replicate traditional hub-and-spoke models. In behavioral science, this connects to the concept of

Start today by taking an honest look at areas where you think you’re being strategic—maybe it’s your study routine, your team meeting setup, or how you handle customers. For each one, ask if you’re just polishing what already exists or following the crowd. Pick one habit or system to break: do something different, tailor it uniquely to your needs, or even flip the script. Differentiate, and see what happens—it’s risky, but it’s the only way to escape the pull of average.