All pages
- 100: Avoiding hindsight bias
- 101: Not the parts, the system
- 102: Thinking about ‘status’
- 103: Seeing status in Hollywood
- 104: The output of systems
- 105: Our intent is altered by the system we’re part of
- 106: The birth of Afya
- 107: Perpetuating the scam
- 108: Toxic systems
- 109: The urgency of “no”
- 10: Systems deliver value
- 110: On being judged
- 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
- 116: “Everyone” is elusive
- 117: What do you want?
- 118: What does it want?
- 119: The runaway conditions
- 11: The buildings or the roads?
- 120: Things that scale
- 121: Working for the system
- 122: Who is in charge?
- 123: Snapshots and movies
- 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
- 128: Sand Hill Road
- 129: 100 is a fine way to start
- 12: The unseen assistant (and the mysterious vandal)
- 130: Failing to change the donation dynamic numbered riffs.rtf
- 131: Shun the non-believers
- 132: Understanding adopters
- 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
- 137: Chasing the hype cycle
- 138: Seeing the chasm
- 139: The need for scaffolding
- 13: Can you see the river?
- 140: Scaffolding and marketing
- 141: The Catch-22 of leveraged systems
- 142: Treating different people differently
- 143: Shifting to the masses
- 144: Misunderstanding quality
- 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
- 149: Infinite or finite?
- 14: The collective
- 150: Scarcity or abundance?
- 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
- 15: Successful systems
- 160: Systems thrive, and then they don’t
- 161: To get to New York
- 162: If it fits, you can ship it
- 163: Feeding the system
- 164: Scarcity and the drivers of a system
- 165: Scale and magic
- 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
- 169: It’s voluntary
- 16: Real life isn’t LEGO
- 170: “I will if you will”
- 171: Bringing strategy to marketing
- 172: Living in a van
- 173: Acorns sometimes become oak trees
- 174: Systems have multiple objectives
- 175: One way to solve the problem is to change the system
- 176: Interoperability
- 177: What does the system respond to?
- 178: The paradox of substitutes and uniqueness
- 179: Commodities
- 17: Two myths about systems
- 180: Understanding genre
- 181: Medium vs. message
- 182: Thoughts on pricing
- 183: Strategies require empathy
- 184: Dorothy and her crew
- 185: Everyone is always right
- 186: All persistent systems rely on feedback loops
- 187: The wildcard in every feedback loop is the delay
- 188: Systems + games + feedback loops
- 189: Embracing constraints
- 18: Built, natural, and complex systems
- 190: Who benefits?
- 191: Six system traps
- 192: The Moses manipulations
- 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
- 197: May I see the org chart?
- 198: The agent of change
- 199: Looking for the agent of change
- 19: What makes a system?
- 1: Strategy is a philosophy of becoming
- 200: The telegraph and the skyscraper
- 201: Cheese bullies
- 202: A brief history of jaywalking
- 203: What will I tell the others?
- 204: Who says yes?
- 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
- 20: The persistence of systems
- 210: Luck doesn’t even out in the long run
- 211: Leverage and the exaggeration of strategies
- 212: Intent and side effects
- 213: Turbulence and systems transformation
- 214: Gatekeepers
- 215: Kinds of tension
- 216: “What will I tell the others?”
- 217: Two Tesla parables: Ludicrous and the clown car
- 218: Competitive advantage
- 219: Metcalfe’s law is waiting for you
- 21: From fine china to underwater headphones
- 220: The first rule...
- 221: Do vs. want
- 222: Exchanging the system is tempting
- 223: Revolutions are rare
- 224: The game belongs to the children who play it
- 225: The two unseen desires
- 226: The thing about cheaper
- 227: Compounding our tribal instincts
- 228: Substitutes and the race to the bottom
- 229: Seeking the invisible hand
- 22: Duncan Hines (and Nina Zagat)
- 230: Examples of systems living in tension
- 231: Which hat?
- 232: The weather report is a prediction
- 233: This might not work
- 234: Back to the rhino
- 235: Who controls the dice?
- 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”
- 23: All dogs are mixed breed dogs
- 240: Cheerleaders and coaches
- 241: Collapsing to the center
- 242: Understanding the 2 x 2 positioning grid
- 243: The blank of blank
- 244: Moving to the middle (or not)
- 245: Going to places the competition can’t go or won’t go
- 246: Where is everyone?
- 247: Getting the word out
- 248: Scaling better
- 249: Half a boat isn’t much help
- 24: U.S. News changed college
- 250: Thrashing at the start
- 251: The last minute
- 252: Every yes requires many no’s
- 253: Empathy for the retailer
- 254: Bringing intention to projects
- 255: Successful projects
- 256: The three project traps
- 257: Communication with intent
- 258: Risks aren’t to be avoided
- 259: Constraints are a gift
- 25: Where’s the meter?
- 260: What do you make?
- 261: Problems are opportunities
- 262: The simple hierarchy of decision effort
- 263: Optionality and undo
- 264: Great choice, didn’t work
- 265: Hidden decisions get moldy
- 266: Compared to what?
- 267: A quarter of a million dollars
- 268: Thinking about money
- 269: No regrets and the kinds of games we play
- 26: Seeing (and changing) the chocolate system
- 270: Why is it hard to talk about decisions?
- 271: Bad luck paralysis
- 272: Survivors are noteworthy
- 273: The regression toward the mean
- 274: Better decisions and better outcomes
- 275: Not making a decision is the easy path
- 276: Assets are tools
- 277: Assets over time
- 278: What sort of hammer should you buy?
- 279: Community action
- 27: Serious games
- 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
- 285: The action we take
- 286: Indoctrination is real
- 287: The journey, not an event
- 288: Constant pressure and chiseling
- 289: Coordination failure
- 28: There are games in every strategy
- 290: Asynchronicity is a superpower
- 291: Ignoring sunk costs: A simple But uncomfortable idea
- 292: What does “wrong” mean?
- 293: Tomorrow is another opportunity
- 294: Ignore sunk clowns
- 295: What to wear on Wednesday?
- 296: People like us
- 297: Questions that lead to strategies
- 29: We are all time travelers
- 2: Four threads, woven together
- 30: Seeing time
- 31: There is a method
- 32: The heartbreak of an intuitive strategy
- 33: Hiding from a useful strategy
- 34: Low-hanging fruit isn’t
- 35: Rome was built in a day
- 36: One telephone is worthless
- 37: The desert island mythologies
- 38: Cities are contagious
- 39: Analyzing the last move
- 3: What do people want?
- 40: Strategy and tactics
- 41: Toward a strategic practice
- 42: Project work is different
- 43: You might need a strategy to
- 44: Slithering, with patience
- 45: Plants make people happy
- 46: Seat belts save lives
- 47: Airbnb was lost
- 48: Twenty-seven egg dishes
- 49: Esther changed the world
- 4: The non-strategy of “Take what you can get”
- 50: Shine a light
- 51: Big problems demand small solutions
- 52: “Getting the word out” (also known as “selfish shouting”)
- 53: Use, be used, or change it
- 54: Freedom is possible
- 55: Getting clear about the business model
- 56: And it flies
- 57: Passion and our business model
- 58: The circle of us and the circle of now
- 59: Selling selfish
- 5: Awaiting instructions
- 60: Next guest, best guest
- 61: Seeing strategy clearly
- 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
- 66: Resilience and leverage
- 67: It barely works
- 68: The minimum viable audience
- 69: And then what happens?
- 6: The elegant path is the most useful way forward
- 70: To kill all the whales
- 71: Not all needs have a market (yet).
- 72: Seeing the windmill
- 73: Without a strategy
- 74: Some reasons we avoid having a strategy
- 75: A framework for a strategy
- 76: Creating the conditions for change
- 77: Twelve slogans
- 78: Unseen systems and unintended consequences
- 79: We are not plankton
- 7: Not all elegant strategies are the same
- 80: Strategic marketing
- 81: No time to waste
- 82: Strategy and aimlessness
- 83: “Should” might be a trap
- 84: Where is the blueprint?
- 85: Sooner or later
- 86: Strategy is the partner of freedom
- 87: The lottery is not a strategy
- 88: Nostalgia for the future
- 89: Doing our job or doing our work?
- 8: Systems are unseen and persistent
- 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?
- 95: What’s your strategy?
- 96: What does it mean to be a strategic thinker?
- 97: Tactics are not strategies
- 98: What’s a feedback loop?
- 99: Time isn’t free
- 9: We live in the solar system
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