Strategy - Revision history

TiberiusB at 14:56, 17 April 2024

2024-04-17T14:56:34Z

TiberiusB at 14:55, 17 April 2024

2024-04-17T14:55:29Z

TiberiusB: /* Insights */

2024-02-24T20:17:00Z

Insights

TiberiusB at 20:16, 24 February 2024

2024-02-24T20:16:23Z

TiberiusB at 19:33, 24 February 2024

2024-02-24T19:33:22Z

TiberiusB at 19:30, 24 February 2024

2024-02-24T19:30:58Z

TiberiusB at 19:30, 24 February 2024

2024-02-24T19:30:11Z

TiberiusB: Created page with "See [https://docs.google.com/document/d/191iyky45r10KYmbBxF5qsFXR8F9b2TJsK_BQj8iTa4w/edit Sensorica's foundational doc on Strategy] See [https://drive.google.com/drive/u/0/fo..."

2024-02-24T19:29:48Z

Created page with "See [https://docs.google.com/document/d/191iyky45r10KYmbBxF5qsFXR8F9b2TJsK_BQj8iTa4w/edit Sensorica's foundational doc on Strategy] See [https://drive.google.com/drive/u/0/fo..."

New page

See [https://docs.google.com/document/d/191iyky45r10KYmbBxF5qsFXR8F9b2TJsK_BQj8iTa4w/edit Sensorica's foundational doc on Strategy]

See [https://drive.google.com/drive/u/0/folders/1KLSiGC0XBdZY2Spea5rCmnCn9OHJfvAz Sensorica's folder on Strategy]

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 * [https://docs.google.com/document/d/191iyky45r10KYmbBxF5qsFXR8F9b2TJsK_BQj8iTa4w/edit Sensorica's foundational doc on Strategy]
 * [https://drive.google.com/drive/folders/1KLSiGC0XBdZY2Spea5rCmnCn9OHJfvAz?usp=drive_link Sensorica's folder on Strategy]
 =Tools to develop strategy=
 [[Mapping]]

← Older revision		Revision as of 14:55, 17 April 2024
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−	Strategy is the approach to realize the creation or production of a valuables, see business model (focus in communication, influence and motivation and not coercion)	+	Strategy is the approach to realize the creation or production of a valuables, see [[business model]] (focus in communication, influence and motivation and not coercion)

	=Insights=		=Insights=

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 =Insights=
-: For most of us, the traditional idea behind strategy is the deployment of people against some objective. “If we do X, then we will achieve Y!” This approach entails a “means-ends” model, which creates only first-order effects and limits leadership to the choice of which objective to pursue. An alternative approach is to examine the conditions that would make desirable consequences inevitable. Instead of pursuing one particular objective, the cultivation of the inherent potential within the situation to enable second-order effects makes many different desirable outcomes possible. Means-ends thinking is tactical in nature, while conditions-consequences thinking makes a grand-strategic approach possible. Think of it like tending a garden. What are the conditions that enable life? Success isn’t about putting seeds in the ground. Success is an inevitable outcome when the seeds, soil, lighting, watering, weeding, pruning, pest control, temperature, and seasons are all considered and integrated into a complete picture of what it means to have a garden. Any one of those conditions can threaten the success of the garden if not accounted for. Study the inherent potential of the context closely. What are the indirect options that create multiple desirable possibilities, of which that outcome is one? See Deciphering Sun Tzu for a more in-depth exploration of these ideas.
+: ''For most of us, the traditional idea behind strategy is the deployment of people against some objective. “If we do X, then we will achieve Y!” This approach entails a “means-ends” model, which creates only first-order effects and limits leadership to the choice of which objective to pursue. An alternative approach is to examine the conditions that would make desirable consequences inevitable. Instead of pursuing one particular objective, the cultivation of the inherent potential within the situation to enable second-order effects makes many different desirable outcomes possible. Means-ends thinking is tactical in nature, while conditions-consequences thinking makes a grand-strategic approach possible. Think of it like tending a garden. What are the conditions that enable life? Success isn’t about putting seeds in the ground. Success is an inevitable outcome when the seeds, soil, lighting, watering, weeding, pruning, pest control, temperature, and seasons are all considered and integrated into a complete picture of what it means to have a garden. Any one of those conditions can threaten the success of the garden if not accounted for. Study the inherent potential of the context closely. What are the indirect options that create multiple desirable possibilities, of which that outcome is one? See Deciphering Sun Tzu for a more in-depth exploration of these ideas''.
 [https://medium.com/wardleymaps/better-for-less-58fe8c0a3aaa Source: Wardly map]
 =External sources=

← Older revision		Revision as of 20:16, 24 February 2024
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	Strategy is the approach to realize the creation or production of a valuables, see business model (focus in communication, influence and motivation and not coercion)		Strategy is the approach to realize the creation or production of a valuables, see business model (focus in communication, influence and motivation and not coercion)
		+
		+	=Insights=
		+
		+	: For most of us, the traditional idea behind strategy is the deployment of people against some objective. “If we do X, then we will achieve Y!” This approach entails a “means-ends” model, which creates only first-order effects and limits leadership to the choice of which objective to pursue. An alternative approach is to examine the conditions that would make desirable consequences inevitable. Instead of pursuing one particular objective, the cultivation of the inherent potential within the situation to enable second-order effects makes many different desirable outcomes possible. Means-ends thinking is tactical in nature, while conditions-consequences thinking makes a grand-strategic approach possible. Think of it like tending a garden. What are the conditions that enable life? Success isn’t about putting seeds in the ground. Success is an inevitable outcome when the seeds, soil, lighting, watering, weeding, pruning, pest control, temperature, and seasons are all considered and integrated into a complete picture of what it means to have a garden. Any one of those conditions can threaten the success of the garden if not accounted for. Study the inherent potential of the context closely. What are the indirect options that create multiple desirable possibilities, of which that outcome is one? See Deciphering Sun Tzu for a more in-depth exploration of these ideas.
		+
		+	[https://medium.com/wardleymaps/better-for-less-58fe8c0a3aaa Source: Wardly map]
		+

	=External sources=		=External sources=

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-See [https://docs.google.com/document/d/191iyky45r10KYmbBxF5qsFXR8F9b2TJsK_BQj8iTa4w/edit Sensorica's foundational doc on Strategy]
+Strategy is the approach to realize the creation or production of a valuables, see business model  (focus in communication, influence and motivation and not coercion)
-See [https://drive.google.com/drive/folders/1KLSiGC0XBdZY2Spea5rCmnCn9OHJfvAz?usp=drive_link Sensorica's folder on Strategy]
+=External sources=
 =Tools to develop strategy=
 [[Mapping]]

← Older revision		Revision as of 19:30, 24 February 2024
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	See [https://drive.google.com/drive/folders/1KLSiGC0XBdZY2Spea5rCmnCn9OHJfvAz?usp=drive_link Sensorica's folder on Strategy]		See [https://drive.google.com/drive/folders/1KLSiGC0XBdZY2Spea5rCmnCn9OHJfvAz?usp=drive_link Sensorica's folder on Strategy]
		+
		+
		+	=Tools to develop strategy=
		+	[[Mapping]]