bolmn

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one of the reasons I wanted to post/share this here is I'm really interested in thoughts and feedback from others working on the front lines of this. I've had some really interesting conversations in the past few weeks with ML experts, in the blockchain community, while also working on designing/building a data (analytics) pipeline for my new app (all while reading the news and generally losing my sh*t). it really feels like a lot of the forrest is being missed for the trees, and the rate of change is happening at a pace where security is having a hard time keeping up.

thanks sah2ed

The belief that corporate strategy somehow exists separately or independently from marketing/sales/go-to-market strategy is not a good baseline assumption to operate from.

thanks, glad you enjoyed. spot on quote: Jack certainly knew what he was talking about.

thanks. could agree more. communicating strategy is incredibly important and a gap that seems to happen often in companies. there's a big difference at the employee level between (a) a strategy that exists [somewhere at the executive/management level] and (b) a strategy that exists and is transparent, well-communicated and well-understood.

This is why I think a hierarchical, cascading V2MOM or OKR approach is a helpful communication vehicle to transfer strategy top-down and build consensus and participation in the strategy process bottom-up.

thanks Peter, appreciate the feedback. I kept ideation as part of the "Insights" phase but you're correct, it could be split into (1) research and (2) ideation. I'll check out Victor's work. best, Chris

In there too, but tl;dr:

https://www.salesforce.com/blog/2013/04/how-to-create-alignm...

1. Good call-out. Agree and would strongly encourage anyone in this space to read Innovator's Dilemma.

2. Could not agree more with this (and have seen a lot of first-hand pain here). One of the biggest generators of employee anxiety is simple uncertainty, and uncertainty is a product of inadequate visibility into and/or understanding of how and why things are happening. That's again one of the reasons why I feel every org/team needs a framework like V2MOM, because that's a hierarchical structure for documenting and communicating a strategy in a way that gets employees participating in its development, execution, measurement and refinement.

3. +1 here too. I link out to the Farnam street post in mine.

Paul, thanks for the comment and I agree with you: luck and timing are two external factors that have significant influence on the outcome, and strategists have little if any control over either. The only "counsel" I can provide is the idea of being as iterative as possible, and try to adapt / respond to the result (test => observe => refine). If you had $10 to bet on the same probability outcomes, rather than betting all $10 on one outcome, if you could play it by putting $1 on 5 outcomes and reserving the remaining $5 to double down on your highest probability winner, you're much better-positioned, statistically, to come out ahead.