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[[18: Built, natural, and complex systems]] | [[18: Built, natural, and complex systems]] | ||
19: What makes a system? | [[19: What makes a system?]] | ||
[[20: The persistence of systems]] | [[20: The persistence of systems]] | ||
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[[24: U.S. News changed college]] | [[24: U.S. News changed college]] | ||
25: Where’s the meter? | [[25: Where’s the meter?]] | ||
[[26: Seeing (and changing) the chocolate system]] | [[26: Seeing (and changing) the chocolate system]] | ||
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[[68: The minimum viable audience]] | [[68: The minimum viable audience]] | ||
69: And then what happens? | [[69: And then what happens?]] | ||
[[70: To kill all the whales]] | [[70: To kill all the whales]] | ||
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[[83: “Should” might be a trap]] | [[83: “Should” might be a trap]] | ||
84: Where is the blueprint? | [[84: Where is the blueprint?]] | ||
[[85: Sooner or later]] | [[85: Sooner or later]] | ||
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[[88: Nostalgia for the future]] | [[88: Nostalgia for the future]] | ||
89: Doing our job or doing our work? | [[89: Doing our job or doing our work?]] | ||
[[90: Tension first and above all]] | [[90: Tension first and above all]] | ||
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[[91: The fastest cyclist in the world]] | [[91: The fastest cyclist in the world]] | ||
92: When did Apple become Apple? | [[92: When did Apple become Apple?]] | ||
93: When did Netflix become Netflix? | [[93: When did Netflix become Netflix?]] | ||
94: When did David Bowie become David Bowie? | [[94: When did David Bowie become David Bowie?]] | ||
95: What’s your strategy? | [[95: What’s your strategy?]] | ||
96: What does it mean to be a strategic thinker? | [[96: What does it mean to be a strategic thinker?]] | ||
[[97: Tactics are not strategies]] | [[97: Tactics are not strategies]] | ||
98: What’s a feedback loop? | [[98: What’s a feedback loop?]] | ||
[[99: Time isn’t free]] | [[99: Time isn’t free]] | ||
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[[116: “Everyone” is elusive]] | [[116: “Everyone” is elusive]] | ||
117: What do you want? | [[117: What do you want?]] | ||
118: What does it want? | [[118: What does it want?]] | ||
[[119: The runaway conditions]] | [[119: The runaway conditions]] | ||
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[[121: Working for the system]] | [[121: Working for the system]] | ||
122: Who is in charge? | [[122: Who is in charge?]] | ||
[[123: Snapshots and movies]] | [[123: Snapshots and movies]] | ||
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[[148: Short-term and long-term games]] | [[148: Short-term and long-term games]] | ||
149: Infinite or finite? | [[149: Infinite or finite?]] | ||
150: Scarcity or abundance? | [[150: Scarcity or abundance?]] | ||
151: Dominance or affiliation? | [[151: Dominance or affiliation?]] | ||
[[152: Paying it forward vs. paying it back]] | [[152: Paying it forward vs. paying it back]] | ||
153: Maintenance, substitution, or possibility? | [[153: Maintenance, substitution, or possibility?]] | ||
[[154: Games of skill, luck and privilege]] | [[154: Games of skill, luck and privilege]] | ||
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[[176: Interoperability]] | [[176: Interoperability]] | ||
177: What does the system respond to? | [[177: What does the system respond to?]] | ||
[[178: The paradox of substitutes and uniqueness]] | [[178: The paradox of substitutes and uniqueness]] | ||
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[[189: Embracing constraints]] | [[189: Embracing constraints]] | ||
190: Who benefits? | [[190: Who benefits?]] | ||
[[191: Six system traps]] | [[191: Six system traps]] | ||
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[[196: We see systems when they are forced to change]] | [[196: We see systems when they are forced to change]] | ||
197: May I see the org chart? | [[197: May I see the org chart?]] | ||
[[198: The agent of change]] | [[198: The agent of change]] | ||
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[[202: A brief history of jaywalking]] | [[202: A brief history of jaywalking]] | ||
203: What will I tell the others? | [[203: What will I tell the others?]] | ||
204: Who says yes? | [[204: Who says yes?]] | ||
[[205: If you want to use the system]] | [[205: If you want to use the system]] | ||
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[[215: Kinds of tension]] | [[215: Kinds of tension]] | ||
216: “What will I tell the others?” | [[216: “What will I tell the others?” | ||
[[217: Two Tesla parables: Ludicrous and the clown car]] | [[217: Two Tesla parables: Ludicrous and the clown car]] | ||
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[[230: Examples of systems living in tension]] | [[230: Examples of systems living in tension]] | ||
231: Which hat? | [[231: Which hat?]] | ||
[[232: The weather report is a prediction]] | [[232: The weather report is a prediction]] | ||
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[[234: Back to the rhino]] | [[234: Back to the rhino]] | ||
235: Who controls the dice? | [[235: Who controls the dice?]] | ||
236: Who is waiting for you at the airport? | [[236: Who is waiting for you at the airport?]] | ||
[[237: Understanding statistics and polls]] | [[237: Understanding statistics and polls]] | ||
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[[245: Going to places the competition can’t go or won’t go]] | [[245: Going to places the competition can’t go or won’t go]] | ||
246: Where is everyone? | [[246: Where is everyone?]] | ||
[[247: Getting the word out]] | [[247: Getting the word out]] | ||
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[[259: Constraints are a gift]] | [[259: Constraints are a gift]] | ||
260: What do you make? | [[260: What do you make?]] | ||
[[261: Problems are opportunities]] | [[261: Problems are opportunities]] | ||
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[[265: Hidden decisions get moldy]] | [[265: Hidden decisions get moldy]] | ||
266: Compared to what? | [[266: Compared to what?]] | ||
[[267: A quarter of a million dollars]] | [[267: A quarter of a million dollars]] | ||
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[[269: No regrets and the kinds of games we play]] | [[269: No regrets and the kinds of games we play]] | ||
270: Why is it hard to talk about decisions? | [[270: Why is it hard to talk about decisions?]] | ||
[[271: Bad luck paralysis]] | [[271: Bad luck paralysis]] | ||
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[[277: Assets over time]] | [[277: Assets over time]] | ||
278: What sort of hammer should you buy? | [[278: What sort of hammer should you buy?]] | ||
[[279: Community action]] | [[279: Community action]] | ||
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[[291: Ignoring sunk costs: A simple But uncomfortable idea]] | [[291: Ignoring sunk costs: A simple But uncomfortable idea]] | ||
292: What does “wrong” mean? | [[292: What does “wrong” mean?]] | ||
[[293: Tomorrow is another opportunity]] | [[293: Tomorrow is another opportunity]] | ||
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[[294: Ignore sunk clowns]] | [[294: Ignore sunk clowns]] | ||
295: What to wear on Wednesday? | [[295: What to wear on Wednesday?]] | ||
[[296: People like us]] | [[296: People like us]] | ||
[[297: Questions that lead to strategies]] | [[297: Questions that lead to strategies]] | ||
Revision as of 16:08, 4 October 2024
Welcome to Our Global Meetup! This is a wiki for readers of Seth Godin's new book, THIS IS STRATEGY.
Every article in the book has a number, and that number corresponds to a page on this wiki.
The purpose of this wiki is connection and discussion. It's not for promotion or selling.
Find an article and chime in. Thanks for being here.
1: Strategy is a philosophy of becoming
2: Four threads, woven together
4: The non-strategy of “Take what you can get”
6: The elegant path is the most useful way forward
7: Not all elegant strategies are the same
8: Systems are unseen and persistent
9: We live in the solar system
11: The buildings or the roads?
12: The unseen assistant (and the mysterious vandal)
18: Built, natural, and complex systems
20: The persistence of systems
21: From fine china to underwater headphones
22: Duncan Hines (and Nina Zagat)
23: All dogs are mixed breed dogs
26: Seeing (and changing) the chocolate system
28: There are games in every strategy
32: The heartbreak of an intuitive strategy
33: Hiding from a useful strategy
36: One telephone is worthless
37: The desert island mythologies
41: Toward a strategic practice
43: You might need a strategy to
51: Big problems demand small solutions
52: “Getting the word out” (also known as “selfish shouting”)
53: Use, be used, or change it
55: Getting clear about the business model
57: Passion and our business model
58: The circle of us and the circle of now
62: A blueprint is an assertion
63: Sharing your strategy: The modern business plan
64: Intuition is strategy without narrative
65: The thing about effort numbered riffs.rtf
68: The minimum viable audience
71: Not all needs have a market (yet).
74: Some reasons we avoid having a strategy
75: A framework for a strategy
76: Creating the conditions for change
78: Unseen systems and unintended consequences
86: Strategy is the partner of freedom
87: The lottery is not a strategy
89: Doing our job or doing our work?
90: Tension first and above all
91: The fastest cyclist in the world
92: When did Apple become Apple?
93: When did Netflix become Netflix?
94: When did David Bowie become David Bowie?
96: What does it mean to be a strategic thinker?
97: Tactics are not strategies
101: Not the parts, the system
103: Seeing status in Hollywood
105: Our intent is altered by the system we’re part of
111: Choose your customers and choose your future.
112: Choose your competition and choose your future
113: Choose the source of validation and choose your future
114: Choose your distribution and choose your future
115: News, ideas, and distribution changes
124: The day I met Derek Sivers
125: The emperor penguins, crowds and fear
126: If you want to start a fire
127: The five steps to widespread change
129: 100 is a fine way to start
130: Failing to change the donation dynamic numbered riffs.rtf
133: Time is the overlooked axis
134: Getting comfortable with a series of snapshots
135: Embrace the gulf of disapproval
136: Deterministic Nonperiodic Flow proves the point
140: Scaffolding and marketing
141: The Catch-22 of leveraged systems
142: Treating different people differently
145: The challenge in finding useful criticism
146: Being clear about “better”
147: What we ask ourselves when it’s our turn on the curve
148: Short-term and long-term games
151: Dominance or affiliation?
152: Paying it forward vs. paying it back
153: Maintenance, substitution, or possibility?
154: Games of skill, luck and privilege
155: Games with divergent objectives
156: Mutual enrollment and complex games
157: Don’t bet on games you can’t win
158: All of our strategies are all of our strategies
159: Grabbing the last doughnut
160: Systems thrive, and then they don’t
162: If it fits, you can ship it
164: Scarcity and the drivers of a system
166: How NPR lost to the podcast
167: Self-interest is self-evident
168: It’s easy to avoid the most important part of our job
171: Bringing strategy to marketing
173: Acorns sometimes become oak trees
174: Systems have multiple objectives
175: One way to solve the problem is to change the system
177: What does the system respond to?
178: The paradox of substitutes and uniqueness
183: Strategies require empathy
186: All persistent systems rely on feedback loops
187: The wildcard in every feedback loop is the delay
188: Systems + games + feedback loops
193: Resilient systems stick around
194: Trying to turn me into an addict
195: The challenge of false proxies numbered riffs.rtf
196: We see systems when they are forced to change
199: Looking for the agent of change
200: The telegraph and the skyscraper
202: A brief history of jaywalking
203: What will I tell the others?
205: If you want to use the system
206: The person in front of you is part of a system
207: Some of the ways that systems operate
208: Types of elegant strategies
209: Bringing change to a system
210: Luck doesn’t even out in the long run
211: Leverage and the exaggeration of strategies
213: Turbulence and systems transformation
[[216: “What will I tell the others?”
217: Two Tesla parables: Ludicrous and the clown car
219: Metcalfe’s law is waiting for you
222: Exchanging the system is tempting
224: The game belongs to the children who play it
227: Compounding our tribal instincts
228: Substitutes and the race to the bottom
229: Seeking the invisible hand
230: Examples of systems living in tension
232: The weather report is a prediction
236: Who is waiting for you at the airport?
237: Understanding statistics and polls
238: Best practices and the status quo
239: Analogies and the problem with “almost”
242: Understanding the 2 x 2 positioning grid
244: Moving to the middle (or not)
245: Going to places the competition can’t go or won’t go
249: Half a boat isn’t much help
252: Every yes requires many no’s
254: Bringing intention to projects
257: Communication with intent
258: Risks aren’t to be avoided
261: Problems are opportunities
262: The simple hierarchy of decision effort
264: Great choice, didn’t work
265: Hidden decisions get moldy
267: A quarter of a million dollars
269: No regrets and the kinds of games we play
270: Why is it hard to talk about decisions?
273: The regression toward the mean
274: Better decisions and better outcomes
275: Not making a decision is the easy path
278: What sort of hammer should you buy?
280: The man who poisoned us all
281: The enduring myth of widespread self-control
282: Bringing a strategic approach to the most urgent system change of our lifetimes
283: Helping the market fix what the market broke
284: Harnessing the insatiable
287: The journey, not an event
288: Constant pressure and chiseling
290: Asynchronicity is a superpower
291: Ignoring sunk costs: A simple But uncomfortable idea
293: Tomorrow is another opportunity