How to build a strategy
Strategies are pretty tough to design and build - and often even harder to bring to life. In this article I share some guiding principles.
^ADJ: I really like this:
The guiding principles I have for the test of a good strategy are these three pillars:
A strategy should have an emotional painted picture of the future with clear goals. This should be compelling, interesting, exciting and inspiring. And it should describe who we are becoming as a company or team.
A strategy should identify and prioritise the major obstacles preventing us from achieving the bright picture painted above. It should be grounded in the current reality by leaning into the very things that are stopping the business achieving its bright future.
There should be a plan to overcome the problems.
3 Myths That Underlie Transformation Theater
Key message in this article: "Change doesn’t work that way. It’s not linear but follows an s-shaped curve, meaning that it starts out slowly, but if it gains traction it can eventually hit a tipping point that triggers a cascade and unlocks exponential acceleration. So the job to be done is not to try and convince everybody all at once, but to hit that tipping point."
Unblock Your Weekly Team Meetings
Research confirms dysfunctional meetings are associated with reduced market share, innovation, and employee engagement. Every minute someone spends in a wasteful meeting can’t be spent on meaningful work. Remember, talking about work isn’t the same as doing work.
^ADJ: Research shows that improving meetings is the most valuable activity you can do! How could you create insanely good meetings?
When the Mismanagerial Class Destroys Great Companies
In 2005, Paul Otellini became the new CEO of Intel, America’s premier semiconductor designer and manufacturer. He was the first CEO of the company not to have a background in engineering. Sometime shortly thereafter, Otellini entered discussions with Steve Jobs on whether Intel would manufacture the chips needed for Apple’s secretive, potentially revolutionary new project: the iPhone. Ultimately, Otellini declined.
^ADJ: interesting point: "The most impressive, dynamic companies look not like portfolios, but disciplined squads with a single-minded, laser focus on achieving one clear mission, whether that is understanding diabetes like Novo Nordisk or, say, making electric cars better than gasoline cars like Tesla."