Sunday, October 4, 2026

Strategy Made Simple

 


This is my favourite strategy formula.

(and it's perfect for those new to strategy)

I created the Why-What-How formula by combining Simon Sinek's Golden Circle and Roger Martin's Playing to Win.

Let’s break it down:

(1) WHY do we need to change?

This is the reason your strategy exists in the first place. It defines the problem you’re solving or the opportunity you can’t afford to miss.

It matters because without a strong “why,” people won’t rally behind your vision.

How to find your “why”:

• Look for the *real* problem
• Ask: “What happens if we don’t act?”
• Make the case real with data or a simple story

(2) WHAT does winning look like?

This is your definition of success. A clear, measurable goal that everyone can understand. It matters because strategy is about achieving something.

How to define it:

• Choose a measurable outcome (sales, adoption, growth, etc.)
• Set a time frame
• Make sure it connects directly to your “why”

(3) HOW will we win?

This is your strategy in action, and the set of focused choices you’ll make to reach your goal. It matters because action has to be guided by your strategic intent.

How to find your “how”:

• Identify 3–5 big moves that give you an edge
• Focus on what’s different from business as usual
• Align your resources behind these priorities

The Why-What-How formula keeps strategy simple and focused.

And it's a great place to start on strategy if you need something easy to understand.

♻️ Repost and follow for more strategy lessons.

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Saturday, October 3, 2026

Leadership - "I'm glad to be here"

 https://www.instagram.com/reels/Dcv6qUFxsBt/

Prompt Strategy - Positioning

 You are a senior positioning strategist. Help me explore different positioning options for [product].

Use the customer research, win/loss notes, competitor information, and product facts I've attached.

Our commercial goal and constraints:

[details]

Develop 3 genuinely different positioning options.

For each, show:

1. The specific customer and buying situation

2. The problem we would lead with

3. What they currently use instead, including doing nothing

4. The advantage we could credibly own

5. The evidence supporting that advantage

6. What we would deliberately deprioritize by choosing this position

Separate what is supported by evidence from what is still a hypothesis.

Don't write the final positioning statement yet. I want to choose the strategic direction first.