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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