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A batch of the best highlights from what Felicity's read, .
This section of the book explores a number of fundamental sources of power used in good strategies: leverage, proximate objectives, chain-link systems, design, focus, growth, advantage, dynamics, inertia, and entropy. Obviously, this set is not exhaustive.
Good Strategy/Bad Strategy
Richard Rumelt
One of the questions was “What kind of market research would you conduct if you were in the entrepreneur’s shoes?” In response, one of Sarasvathy’s entrepreneurs, trying to be cooperative, began to speculate gamely on the research that he might undertake. Then, in the middle of his answer, he abruptly stopped and reversed course. “I wouldn’t do all this research, actually,” he said. “I’d just go sell it. I don’t believe in market research. Somebody once told me that the only thing you need is a customer. Instead of asking all the questions, I’d try and make some sales.”
Decisive
Chip Heath and Dan Heath
Many companies have invested in “transformation,” all claiming to use OKR, of course. But instead of using these investments as a way to become more outcome-driven, most organizations focus on [meeting due dates rather than outcomes](https://members.outcomeedge.com/i/143301848/you-are-also-dealing-with-weak-muscles).
Often the goal is simply to do something like “move to the cloud by the end of the year.” It doesn’t matter if this project made a difference or not, only that it was completed on time.
Treat Your Company as a Product
Felipe Castro
...catch up on these, and many more highlights
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