Strategy Management Posts III

Strategy Management Posts III

Mihai Ionescu

Strategy Management technician. 20,000+ smart followers. For an example of a strong nation, look where European cities are bombed every day by Dark Ages savages. Slava Ukraini! 🇺🇦

Published Nov 26, 2023

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⇦ SECOND SECTION (Strategy Management Posts II, posts 400-480)

When I get questions in my area of expertise (Strategy Management), my answers often make reference to posts or articles that I've published some time ago. If my 40+ ARTICLES can be found in the same place (at least until LinkedIn will decide to meddle with the Pulse functionality), my 500+ POSTS are spread along a rather hard-to-search LinkedIn feed timeline, since March 2017. So, if you are looking for any of my posts that you've seen on LinkedIn, here is the list. Unfortunately, LinkedIn has messed-up with some older posts links, so I'm working to reconstruct them, where the case.

This continues the first section of the list that contains Strategy Management posts (1-400) published until Dec 2022, and the second section of the list that contains Strategy Management posts (400-480) published in Jan-Oct 2023.

623. THE PLAYING TO WIN CONFUSION

622. SCENARIO PLANNING AND STRATEGY

621. WORST APPROACHES TO STRATEGY

Worst approaches to Strategy

620. EXTERNAL STRATEGIC ALIGNMENT

619. STRATEGIC PLANNING: EXTERNAL ALIGNMENT

External Alignment

618. MEASUREMENT REASONS & FRAMEWORKS

Measurement reasons & frameworks

617. OKR AND INTEL'S DEMISE

616. STRATEGY FOCUSED ONLY ON EFFICIENCY?

615. MISUNDERSTANDING STRATEGY'S "SIMPLICITY"

614. HALUCINATING ABOUT STRATEGY

613. EMERGENT STRATEGY? NO SUCH THING

No such thing as Emergent Strategy

612. THE SCURGE OF "SMART KPIs"

611. THE CHOICES OF THE PAST

610. FROM PARAMOUNT CHALLENGES TO BSC THEMES

From Paramount Challenges to BSC Themes

609. STRATEGY REQUISITE SIMPLICITY-COMPLEXITY

Strategy Requisite Simplicity-Complexity

608. DON'T BE SCARED OF STRATEGIC ANALYSIS!

607. HOW STRATEGY EVENTUALLY WORKS

606. STRATEGY UNCLUTTERED

605. DON'T EAT THE WHOLE AVOCADO!

604. STRATEGY: CONFUSION VS. CLARITY

Confusion vs. Clarity

603. THE ORIGIN: 'WHERE TO PLAY' + 'HOW TO WIN'

602. STRATEGY AND UNCERTAINTY

601. 600+ POSTS ON STRATEGY

600. THE NAKED TRUTH OF OKR

599. CONSEQUENCES ARE ALREADY OBVIOUS

598. THE BUSINESS MODEL CANVAS

597. PENTA MODEL EXAMPLES

Penta Model document cover

596. THE STRATEGY CEREMONIES

Strategy Ceremonies

595. WHAT IS A STRATEGY MAP?

594. VENTURING INTO UNFAMILIAR TERRITORY

593. STRATEGY, BETWEEN BETS AND GAMBLING

Trends, Weak Signals, and Uncertainties

592. BAD STRATEGY? ... OR BAD EXECUTION?

591. PUBLIC SECTOR STRATEGIC TOP OBJECTIVES

Strategic Choices in the Public Sector

590. WHAT "VALUE GAP"

The Missing Link

589. WHAT IS "HEDGING" IN STRATEGY?

Hedging in Strategy (Michael Porter)

588. DUAL-SIDED PLATFORM STRATEGY MODEL

Platform Strategy model

587. THE STRATEGY CLOCKWORK (V.2024-2)

The Strategy Clockwork

586. STRATEGY VALIDATION AGAINST SCENARIOS

Strategy validation against Scenarios

585. SERVICE-ON-DEMAND FOR STRATEGY

Service-on-Demand Strategy

584. THE ADAPTIVE STRATEGY

583. TWO-FOLD STRATEGY EXECUTION

582. STRATEGY & CONTINUOUS IMPROVEMENT INTEGRATION

581. WHY DO WE NEED A STRATEGY?

580. ZERO-SUM GAME STRATEGY?

No Playing to Win

579. THE HEADLESS CHICKEN STRATEGY

578. WHEN INFLECTION POINTS CHANGE THE RULES

577. TRULY SUSTAINABLE BLUE OCEAN STRATEGY

Sustainable BOS

576. THE ADAPTIVE STRATEGY

575. WHY DO WE NEED A STRATEGY?

574. STRATEGY: EMERGENT OR ADAPTIVE?

Adaptive Strategy, Corrective Execution

573. STRATEGY: FROM INTENDED TO REALIZED

572. STRATEGY: CONFUSION VS. CLARITY

Strategy: Confusion vs. Clarity

571. THE KNOWLEDGE ECONOMY

570. STRATEGY & OPERATIONAL EFFECTIVENESS

569. THE "STRATEGIES"

568. STRATEGY VS. BUSINESS MODEL

The Two Tests of a Successful Strategy

567. TWO STRATEGY EXECUTION PATHS

Two paths of Strategy Execution

566. STUDYING COMPETITORS: THE BAD REASON

565. CARBON EMISSIONS ACCOUNTING

564. LET'S TALK ABOUT "BEYOND DISRUPTION"

563. THE "TRANSFORMATION"

562. WHERE ROGER MARTIN IS WRONG

Strategy ≠ Planning

561. DELAYNG THE INFLECTION POINT

Delaying the Inflection Point

560. MICRO-CONSULTING ... CONTINUED

559. LINKEDIN'S AI-POWERED INSIGHTS

558. MICRO-CONSULTING

557. STRATEGY, MORE THAN INSPIRATION

556. NO OKR FOR STRATEGY!

555. MODELO PENTA (ESPAÑOL)

554. STRATEGIC CHOICES & PURETONE WAYS TO PLAY

Strategic Choices & Puretone Ways to Play

553. IF NO SWOT, WHAT ELSE?

552. STRATEGY TOOLS OF THE TRADE: THE TSUI MATRIX

The TSUI Matrix

551. STRATEGY VS. STRATEGIC PLANNING

550. WHAT DOES CULTURE EAT FOR DINNER?

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549. 10 OUT OF 100 QUESTIONS

548. SHOULD EMPLOYEES CONTRIBUTE TO STRATEGY?

547. CUSTOMER JOURNEY EVOLUTION

546. STOP USING SWOT!

545. FOR YOUR 2025+ STRATEGY & STRATEGIC PLAN

544. THE LOGIC TRAP OF FLYWHEELS

543. STRATEGY: SIZE DOESN'T MATTER

542. WHEN (STRATEGY) SIMPLICITY GETS TOXIC

541. THE STRATEGY CYCLE - Q&A (VIDEO)

540. THE STRATEGY CYCLE (VIDEO)

539. THE "STRATEGIC" FORESIGHT

538. HOW CAN HR PLAY A STRATEGIC ROLE?

537. BEYOND THE EDGE OF THE STRATEGIC HORIZON

536. THE SNIUKULATIONS

535. THE STEPPING STONES

534. THE AMBIDEXTROUS STRATEGY

533. WHAT MARKET STAGES DO YOU TARGET?

532. THE "HOLY WATER" OF STRATEGIC PLANNING

531. WHEN BLUE OCEANS TURN RED

530. STRATEGYZING THE PRODUCT MANAGEMENT

529. THE STRATEGY MUMBO-JUMBO SALAD

528. KAHNEMAN ON NARROWING DECISIONS PREMATURELY

527. A COURSE TO REMEMBER MADE AFFORDABLE

526. THE NEW TECHNOLOGY ADOPTION RISKS

525. A MUST-HAVE STRATEGIST UNDERSTANDING

524. FUSION STRATEGY

523. BUSINESS MODELS FOR OUR STRATEGIC CHOICES

Penta Model Beta - Examples

522. A SEDUCTIVE INFATUATION

521. THE MISSING LINK OF STRATEGY

520. WHAT IS THE PENTA MODEL?

519. THE AI-ENHANCED KPI PSEUDO-STRATEGY

518. FROM TROUBLED FANTASY TO TOXIC DEVIATION

517. SWOT FOR AI OPPORTUNITIES ASSESSMENT? BAD IDEA!

516. THE ESSENTIAL 15 MATRICES OF STRATEGY

Strategy's Essential 15 Matrices

515. STRATEGIC AMBIDEXTERITY

514. AN EXCEPTIONAL EXPERIENCE!

513. THE STORY GOES ON

512. THE CULTURE EATS THE COMPANY FOR DINNER

511. WHAT KIND OF STRATEGY DO WE HAVE?

510. THE "SCRATCH YOUR HEAD" STRATEGY

509. THE CAR CONNECTION WARS

508. THE STRATEGY FLOW AND THE MECHANICAL MATRICES

507. TOXIC: "DIGITAL BUSINESS TRANSFORMATION"

506. DIGITAL TRANSFORMATION = FUNCTIONAL STRATEGY?

505. THIS IS WHAT HAPPENS WHEN YOU HAVE ONLY ONE STRATEGY

504. DAVID NORTON: A TITAN OF STRATEGY EXECUTION

503. STRATEGIC CHOICES AND SCENARIOS

Strategic Choices and Scenarios

502. STRATEGY-OPERATIONS INTEGRATION

Strategy-Operations Integration

501. A LIBRARY OF CHOICES

500. THE "BUSINESS TRANSFORMATION" MUMBO-JUMBO

499. THE AI-STRATEGY COMEDIA

498. HAVE WE BUILT A GOOD STRATEGY?

497. EXPLAINING STRATEGY - COURSE PREVIEW (VIDEO)

496. EXPLAINING STRATEGY - COURSE PREVIEW (SLIDEWARE)

495. AN INTERVIEW WORTH READING

494. YOUR STRATEGY IN 2024: IS EVERYTHING IN PLACE?

493. CUSTOMER JOURNEY & CROSSING THE CHASM

492. THE POINTLESS PUBLIC SECTOR "PLAYING TO WIN"

491. STRATEGY LIVE COURSE + PRACTICE (MODULE 4)

490. STRATEGY LIVE COURSE + PRACTICE (MODULE 3)

489. STRATEGY LIVE COURSE + PRACTICE (MODULE 2)

488. STRATEGY LIVE COURSE + PRACTICE (MODULE 1)

487. SCENARIO PLANNING WITHIN THE STRATEGY CYCLE

486. A COURSE FOR STRATEGY'S FULL CYCLE

485. ARE OUR SCENARIOS ADAPTIVE?

484. 1/2 MILLION CUMULATED VIEWS

483. A COURSE FOR STRATEGY'S FULL CYCLE

482. STRATEGY ADAPTATION: CUT THROUGH THE CHASE

481. MITIGATING GHOST SCENARIOS

Continued (posts 400 - 480) in the second section, which you can find here.

Thank you for following.

Joseph Ezenwa

Managing Consultant

1y

This is a great.

Hyoung Bae Kim

CEO and Founder / CAIA

1y

Thank for Your Effort

Felipe P.

1y

Thank you so much for sharing this Mihai, 🙏

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