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If you’re not using AI yet, use it for personal use cases and experiment for fun.
“I walked around my garden taking pictures of weeds, then asking what weed killer to use for them,” Azeem said. “Don’t ask for it to give you the date Kennedy died or the score of the basketball game you’re interested in – you’ve got Google for that. Instead, do some experimentation on open-ended questions and slowly build your confidence.”
Where’s the Money in Ai? Azeem's Top 10 Insights
sectionschool.com
Four key Strategy takeaways
1. It’s a set of choices
2. You work backwards from a client-centric problem
3. It’s fundamentally creative
4. You seek to influence, but recognize you don’t control the Outcome
Planning
Planning, by contrast, is a fundamentally analytical and internal-centric approach to laying out a series of activities.
Planning involves sequencing how you will bring certain internal organizational resources (people, time, software, knowledge, money) to bear in ways you hope will accomplish a seemingly-sensible set of “initiatives.”
Outputs
The result of these planning activities are known as “Outputs” — lines of software code written, interfaces designed, software upgrades implemented, platforms “lifted and shifted.”
The important contrast with Strategy is to recognize *Planning is always within your control*. Perhaps this is what makes it preferred by many in business — there’s a great sense of comfort in focusing on only that which you can control.
If you have a Product Manager title, yet spend all your time in meetings with stakeholders, planning activities, and creating Roadmaps and budgets, you’re really a Project Manager.
Four key Planning takeaways:
1. It’s a sequence of activities
2. It’s Internal-centric
3. It’s fundamentally analytical
4. You are in full control the Outputs you create
Boost Your Product Management Skills Through Strategy, Planning, and OKRs
Michael Goitein
It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response.
Good Strategy/Bad Strategy
Richard Rumelt
...catch up on these, and many more highlights
Readwise