AI lets you ship 10x faster, but your customers don't have 10x more attention. Why strategic discipline beats speed in the AI gold rush.
Generating strategic options is the easy part. The hard part is choosing which option to pursue and then turning that choice into reality.
After watching countless strategies get lost in translation between the C-suite and the teams actually doing the work, I realised something: communicating strategy inside an organisation follows exactly the same rules as Geoffrey Moore's Crossing the Chasm.
We’ve all been there. Faced with a problem—underperforming product, slowing growth, lack of organisational clarity, clunky processes—what’s the default reaction? Add something. New feature. New initiative.
The success of luxury titans Hermès and LVMH underline that strategy is about making choices - and then executing coherently on those choices.
The first inclination when a technology shift comes along is to tweak your product, but you have to zoom out and question your strategy first.
95% of your team are unaware of or don’t understand your strategy. So what can you do about it? Define, Develop, & Communicate differently.
There is no one right way to do strategy - but there are lots of definitions, frameworks, and tools that can help you craft a successful strategy.
Does your company vision help you make decisions? Most don’t. Here is why a clear ambitious vision is so important - and how you can create one.
Discussing strategy quickly descends into a “right” way and a “wrong” way to do it but like most things in business and product the reality is more nuanced.
How many of you have something like "Build a delightful user experience" as a value? Maybe you call it a team value, a product principle, or design value?
In a world of ever-growing complexity, where startups struggle to keep everyone on the same page and scaleups struggle to move fast enough, empowering small cross-functional teams with the autonomy
