And when considering a change, we often revert to thinking about our limited agency and the person right in front of us, instead of probing for what might make the system itself pivot and shift.

Instead, each person in the system imagines what actions are likely to lead to the most useful responses. Useful for them. Useful today.

they need to have seen enough games and called enough plays to have domain expertise and the discernment to understand what plays to call. They’re not always right, but their feedback should be interesting.

Each decision we make is about our standing, our connections, and our community.

The breakthrough is this: Each end of the axis has to be something that a customer might want. Not what you want, what they want.

The audience can be chosen

It seems pedantic to have a discussion about “better,” but it’s actually at the heart of your strategy. Better for who?

Make the consequences intended: Consider the potential unintended consequences of your strategies, as they may lead to suboptimal outcomes.

10. Systems Deliver Value