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What’s the simplest thing that could possibly work? This is the central design question for strategy and innovation. Put another way: what’s the least complex solution, without cutting corners? Einstein supposedly said: “Make everything as simple as possible, but not simpler.” But this is harder than it sounds. Especially when a funder says “this would…
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Something I’ve learnt in building ventures… Murphy’s Law is real. Everything that can go wrong, will go wrong. And the corollary in venture building is: Everything will take twice as long and cost twice as much. So your assumptions and models are always wrong. The question is by how much are they wrong? How to…
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Innovation isn’t post-its and sharpies. Anyone telling you different is just selling innovation theatre. (And probably also trying to convince you to buy their big name expensive products.) What matters is in two parts: And it’s enabled by experienced leadership. Anyone can give you some markers and a whiteboard and read instructions from a playbook…
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Strategy = strength (when done right). “Having a coherent strategy… [which] …creates strength through the coherence of its design”and“The creation of new strengths… [through] …insightful reframing of a competitive situation.” Richard Rumelt, “Good Strategy, Bad Strategy” 2012 Check out the Strategy Canvas.
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Ever. Your organisation must own its strategy. A consultant or advisor can provide essential perspective or insight, but they can’t own it for you. While an outsourced strategy might be excellent, only you can implement it. Externals don’t have the same skin in the game as you. You need to understand and own every facet…
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