Three indisputable signs you have no strategy
The last person who should be the judge of whether you have a strategy is you. Everyone has a strategy in their head. Or at
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The last person who should be the judge of whether you have a strategy is you. Everyone has a strategy in their head. Or at
The other day, I did a post about how pointless it is to argue about definitions of terms like “strategy”, and how it’s better instead
If I could select one single idea from my body of work which I think is the most powerful and transformative it would be this:
To be frank with you, I don’t really say anything new in these “news”letters. New to you possibly, but not new to the world at
Look, I happen to think that “woo-woo” works. By which I mean tapping into esoteric, mystical, even spiritual forces for the purpose of developing strategy.
OK, here’s an obvious thing that you should have picked up in my writing by now: Leverage comes from doing things differently. Basic right? And
In my consulting work with clients, I have two practices which I’ve come to realise are very unusual: I favour long meetings (2+ hours) over
Sure, people want to hear from me about strategy. But, if I’m honest, I know there’s a sizeable minority – perhaps even a majority –
Pretty much every “strategy” I see looks something like this: Whether or not the example in this image is “trying” to be a strategy, the
A running theme of this newsletter, and the “strategy industry” in general, is the continued inability for individuals and organisations to “get it”. Why is
Barely a day goes by without somebody sagely remarking to me just how important it is to “listen to your customers”. Generally they do it
Let’s be honest: not everyone has the same aptitude for this stuff. Although my focus here is to make big bold strategy democratic, and accessible
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