Four Strategic Mistakes.
rishad.substack.com
Four Strategic Mistakes.
Great strategy isn’t about working forwards from backward-looking data in the form of numbers. It’s about working backwards from forward-looking data in the form of ideas.
How the work really gets done
In a changing world, a good strategy must have an entrepreneurial component. That is, it must embody some ideas or insights into new combinations of resources for dealing with new risks and opportunities.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
“Strategy can be considered a simple machine that consists of just four working parts: Ends, Ways, Means, and Assumptions”
For Gray, Ends were the goals, Ways the actions taken, Means were the resources deployed, and Assumptions were the necessary leaps, imagination, and guesses.
Strategy, Rediscovered? — Martin Weigel
Gus Guerrero added
Strategy is about “shifting events and outcomes in one’s favour. Strategy in other words, is about creating new futures.”
To achieve leverage, the strategist must have insight into a pivot point that will magnify the effects of focused energy and resources.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Keely Adler and added
Whereas traditional strategy said you had to define each strategy right, the Social Era says get the big picture right and the rest takes care of itself. But this taps into a more fundamental truth: people crave meaningful work.
Nilofer Merchant • 11 Rules for Creating Value in the Social Era
Qualities of great strategy: p roblem-oriented: clearly identifies the problem; i nsight-driven: rooted in insights, both quantitative and qualitative; actionable: outlines concrete actions/investments that will solve this problem; focused: has a small number of high-leverage bets; cohesive: create a clear path from the problem to the solution.
Lenny Rachitsky • Getting better at product strategy
The arc of any celebrated business is underpinned by decisive strategy choices that are few and typically made amidst the profound uncertainty of rapid change. Get these crux choices wrong and you face a future of persistent pain, or even outright failure. To get them right, you must constantly attune your strategy to unfolding circumstances—ponder
... See more