Strategy and Operations

How do people imagine the strategy?

What is the strategic work really like?

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The strategy sounds like something long-term.

150 pages of PDFKa in the depths of SharePoint.

Where we planned the next five years.

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Nothing could be more remote from the reality of modern strategic work. A strategy is a set of decisions that change your situation for the better. And you have to start living those decisions.

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Every day, week, month you must make activities that strategically move you forward.

👉 Building a brand.

👉 Prototyping of products and services.

👉 Experimentation.

👉 Business model changes.

👉 Lobbying. PR. Haunting.

There are hundreds of strategic moves.

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Logically, you are still dealing with the operation. Routine activities to keep yourself afloat. In our case, these are client projects. Education. AI chatbots. Generate marketing content. Administration. Writing newsletters.

Strategic work is different. Thanks to it, you improve your position in the market.

👉 You navigate the situation.

👉 You change what you do.

👉 You change the way you do it.

👉 You build a barrier between yourself and the competition.

In this context, writing Razor-sharp web strategic work. The book has helped our brand significantly.

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Beneficial strategic decisions are challenging. Sometimes you can do well outside — like me writing a book or a distinctive visual style.

Much more often it simply doesn't work that way. In today's changing, uncertain, ambiguous, complex world, you need to discuss strategy in a group. You are looking at whether your decisions are working. You adjust the strategy on the fly. The business devil is always in the details.

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Discussion → Decision → Verification. It makes perfect sense. At the same time, it is more complicated than it looks.

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The biggest barrier to strategic discussion is stories. The entire consultant-management complex will tell you that a good leader must be a great storyteller... that is, a storyteller! People need to follow your story.

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So no one can contradict your story, because otherwise you are not a good leader. How do you want to discuss strategic decisions in such an environment?

We do this by using Wardley maps and other strategic frameworks that personalize the strategy from the leader.

“You can't connect the dots looking forward; you can only connect them looking backwards. “
-- Steve Jobs

Reading for the weekend

Hybrid working from home improves retention without damaging performance

Amazon has introduced a 5-day work week. In offices. Does it make sense because of productivity? This study claims not. It definitely makes sense to see at a glance what managers like watches, cars and offices.