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Digital is cost performance improvement
of critical technologies – making really hard things easier and cheaper than ever before Computing created massive productivity improvements relative to wages for workers, and is likely to eliminate many jobs, allowing companies to operate effectively with less proﬁt. Practically speaking, everyone is connected perfectly with each other, increasing the complexity of our world. 9 Review: Defining “digital”
Pace of change, rate of
growth, topple rate Changing expectations and smarter everyone Platforming of everything Everyone becomes an user 10 Understanding digital problems
Pace of change, rate of
growth, topple rate – these are all increasing as computing gets more distributed (particularly with the deployment of mobile). 55 people can reach 1 billion – WhatsApp!? We’re more educated than ever, and our expectations are higher. There’s no reason to accept a shitty experience from a legacy player – go start your own thing. There is an all-out race to be the lone platform-owning monopoly in every sector. This is why companies that “get it” are investing all proﬁts back into growth and user experience. There is no longer an useful distinction between employees and customers – value exchanges just happen in different ways, but we’re all users, all the time. 17 Review: Understanding digital problems
Strategy: The plan for the
allocation of resources to anticipated demand. Structure: The design for putting the enterprise’s existing resources against current demand. Tactics: The efﬁcient and steady use of current resources whose allocation had already been decided. 20 Strategy and Structure: Chandler, 1962
😫 Fluff: Fluff is a
form of gibberish masquerading as strategic concepts and arguments. 😫 Failure to face the challenge: When you cannot deﬁne the challenge, you cannot evaluate a strategy or improve it. 😫 Mistaking goals for strategy: Many bad strategies are just statements of desire rather than plans for overcoming obstacles. 😫 Bad strategic objectives: Strategic objectives are “bad” when they fail to address critical issues or when they are impracticable. 23 Classic Fails: Rumelt
26 Complex Cause & effect
is clear in retrospect Probe, Sense, Respond Chaotic No cause & effect system relationship Act, Sense, Respond Complicated Cause & effect is clear to experts Sense, Analyze, Respond Simple Cause & effect is obvious to everyone Sense, Categorize, Respond Disorder Snowden
Good strategies are long-term projections
of demand and changes necessary to meet it. But what utility is a long-term projection of demand if new competitors scale to billions in a matter of months? Frameworks are easy, fast solutions to strategic problems, but apply pre-existing thinking to new data from new conditions. A faster option: use sense-making tools all the time to bring strategic methods into all decisions. Also: be wary of bullshit for bullshit’s sake, and mindful that repeated production of future- casting PowerPoints is a waste of everyone’s time. 27 Review: What is strategy
31 If strategies are hard
to make, we will make them seldomly. If strategies are hard to remember, we will use them rarely. If we can’t remember our strategies, and update them infrequently, we’re fucked.
Independent Can be built in
any order Negotiable Flexible; the team can choose how to implement Valuable Outcome is actually worth something to the user Estimable Actually useful for planning work Small Easier to estimate, plan, implement and iterate Testable Have built-in, or at least prescribed, success and failure criteria 35 INVEST: Rally Software
We’re all users, and we’re
all hiring products, apps, services, companies, colleagues, and feeds to do jobs for us. Use a Jobs To Be Done framework continually to understand why things are being hired, and to eliminate as much bias and assumption as possible. Strategy is about choice, and creating short, memorable mnemonics for those critical choices is essential. Choices must be between two desirable outcomes – else, they’re not really choices. Develop and consent to these strategy statements as a team, and do it frequently. 44 Review: Always-on Strategy Practice