WHAT IS STRATEGY?

If for the industrial age Strategy meant having a plan,
the digital age is more about the planning process. How can we make it
easy, creative, collaborative, sharp, clear, relevant and impactful?

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simon severino
WORK AND BUSINESS

Many people are stuck in operations.

They work a lot, and forget to do business.

Work and business feed each other. 

When I work, I solve client problems. 

If I just do this for ten hours a day, that might feel good but it does not create any future. 

So everyone of us will have to ask:

What is my pace?

How much time of the day do I dedicate to work, and how much to business? 

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simon severino
THE VALUE OF TESTING IDEAS IN BUSINESS STRATEGY

We see many executives focus on the experiments
and lose sight of the learning goals (hypotheses).

We see even more executives debate in long meetings
what their learning questions are (hypotheses) and not
turning these into small testable experiments to run before
the next meeting.

What is your pace for collecting data, writing down hypotheses and testing these?
How do you invalidate or validate them?

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simon severino
I DO NOT SEARCH, I FIND

I do not search, I find.

Searching, that is starting from existing circumstances,

and wanting to find the known.

Finding, that is the entirely new.

All ways are open, and what is found is unknown.

It is a daring, a holy adventure:

The uncertainty of such risks could in fact only be taken

by those

Who feel comfortable in uncertainty,

Who in not knowing, and not leading,

Are led,

Are pulled by the destination,

Rather than determining it.

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simon severino
LESS RISK, MORE FUN

These are the five critical elements of testing and de-risking new business ideas:

1 Build common hypothesis.

2 Craft an experiment card and let multiple experiments run in parallel.

3 Collect data on the experiments that invalidates/validates the hypothesis. With this evidence at hand, discuss which interpretation and insights to generate from it.

4 Translate insights into actions. 

5 Keep rolling. 

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simon severino
HOW DO WE WANT TO LIVE

When is something well-organized?

When do we feel freedom and flow? 

In decades of working on this with managers, my current take is:

1 the few things you want to focus on right now are in front of you 
2 all the rest is away
3 you can reach easily to the rest if needed, which creates freedom to move. 

Which one are the few things you should have in front of you?

The things that: give you energy, move you forward according to your current strategy, have the highest impact rate on your ecosystem.

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simon severino
FREEDOM AND COMMITMENT

How can I organize for freedom? 
When our seminar raises this question, the room is quite and the atmosphere intense.
This question is more than productivity. It demands an answer to a deeper question:

How do we want to live? 

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simon severino
THE PRECASTINATOR

The pro-castinator talks a lot, meets a lot, but doesn't deliver.

It can be irritating to work with a procastinator, because agreed actions won't come on time, the energy level drops, and trust drains out of the relation quickly.

But there is another side of the coin, the pre-castinator. 

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simon severino
FEYNMAN METHOD

Nobel Prize Winner Richard Feynman used a specific method to put large problems on a slow cooker.

He wrote down his 12 favorite problems and always had them around. 

Whenever he had an idea, read something interesting or had an inspiring conversation, he would put the new information into his system.

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simon severino
THE LONG LONG TASK LIST

Which of these sounds less frightening?

Setting up a trusted system that balances your list of all the open things to do so you can know which ones are most important, which ones are the right ones to do next, and which ones are even worthwhile in the first place.

Trying to find your spouse without a phone, in London, while she's strolling from one terrific store to the next one, in a very crowded street.

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simon severino
CREATIVITY NEEDS AUTOMATION

Why do Soccer players do drills?

Passing drills, sprinting drills, dribbling drills, cone drills, shooting drills.

It is because creativity is not possible without automation.

High-Performer drill, because they want to automate as much of their game as possible. 

It's only when the normal, standard parts of the game are automatic, that they can focus on the

creative, spontaneous parts. 

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simon severino
HOW TO BUILD A COMMUNITY

The grown ups here don't really know each other. 
We lack community. 
He starts scratching the surfaces of walls until the faces emerge of the people he knows.  Something happens.
People stop by the walls and start talking about
who the face is. 
Community starts building.

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simon severino
STRATEGIC INNOVATION

"Are you a gallery?"

 "Sure, just not always in the same space."

Anna Kirrage and Jim Edwards are gamechangers like you,
trying to reinvent what a gallery can be.

What are you currently reinventing?

Is there a single thing you could do differently in your business to shift it into uniqueness?

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simon severino
STOP CHASING CLIENTS

1. Make a list of all the people who care about your product/service.

2. Segment them in four levels (casual audience, engaged audience, connected community, fans).

3. Call the two middle segments and really listen. 

4. Go far beyond your comfort zone to find a solution to the main problems they told you. 

5. Repeat.

6. Say no to all other shiny objects and opportunities, until this works.

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simon severino
ORGANIZE WORK, NOT PEOPLE

Many executives I meet organize work around people. The counterintuitive way is yet more functional: Organize work (Initiatives, Projects and Tasks) and let the people self-organize around it. Yes, you will need a loop to track if things go in the right direction, so create a system of auto-review and team-review that happens small and often.

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simon severino