Key takeaway:
Let go of waiting for "better time" for strategy
Your people have the knowledge
AI provides the framework
Your job? Create space where extraordinary thinking emerges

The AI advantage:
LLMs serve as knowledge synthesizers
They apply frameworks to vast information
Your people have insider knowledge consultants can't match
This makes their insights far more implementable

Enter the Ultra-Prompt Framework:
1. Select specific challenges
2. Provide internal data
3. Teach new frameworks
4. Form diverse teams
5. Use AI prompts strategically

The Strategic Thinking Trap:
Most leaders wait for the "right time" to think strategically.
That moment never comes.
Instead, emergencies fill the calendar.
Your team works nights and weekends.

Your competitors aren't smarter. They just ask better questions.
The organizations that win tomorrow won't have smarter leaders.
They'll have leaders who know how to extract intelligence from their entire team.

Systems keep organizations stuck and getting past their limitations is not a matter of luck. #longtermstrategy

A thoroughly interesting listen to @fwade-strategy.bsky.social interviewing @sethgodin.bsky.social about systems and strategic planning. open.substack.com/pub/longtermstrategy/p/e...

JumpLeap Long-Term Strategic Planning | Francis Wade | Substack You want your organization to be guided by a short/long-term, game-changing strategic plan. It should inform your daily actions and help you reach critical milestones. But if you lack one, what path d...

9/There's no time for a mediocre brainstorming session. They separate leaders at small places like Nvidia from their massive counterparts at Intel, for example. hashtag#cancelbadoffsites
For more, subscribe to the JumpLeap Long-Term Strategy Podcast and Newsletter. longtermstrategy.info

8/- failing to continue working until a pre-emptive strategy emerges. In a typical offsite, there are a series of brainstorming sessions, each one building on the other. 🤔 Don't stop until you see plans emerge which pre-empt trends, competitive moves, technologies, external threats, etc.

7/- failing to adopt a "Future Back" mindset. If your team can't escape its usual "Present Forward" mindset you will not think differently during your brainstorming session than you do for the rest of the year. This defeats the point. 🤔 Act to invoke the right mindset and keep it alive.

6/- failing to go long and think big. It's easier to focus on today's problems and turn strategy into a session which only solves today's problems. 🤔 Pick a long horizon of 10-30-years and look for game-changing strategy.

5/- failing to distinguish BAU activity vs. strategic activity. Anything already taking place is business-as-usual and may need to be maintained. Anything new would be strategic. 🤔 Don't measure or report these two in the same way.

4/- failing to prioritize projects around bottlenecks. According to Peter Compo, the best way to decide what's important is to look for the tiny handful of blockages to achieving aspirations. 🤔 Figure out the bottlenecks and apply your best resources to freeing them up.

3/- failing to prioritize. When a team moves too quickly to assign ideas to departments / individuals, "Commitment Gridlock" makes implementation impossible. 🤔 Don't rush.

- failing to set a target deadline / year. Without it, everyone uses their personal timeline, resulting in ideas which are short/medium/long all being mixed together. 🤔 Don't conduct blind brainstorms.

1/What's wrong with conducting a wide-open brainstorming session around your corporate strategy? Nothing, but are many ways to ensure it fails. Here are a few.

If you are creating a Strategic Plan for your organization's long term transformation journey, looking ahead to 2025, or about to implement an emerging technology such as AI it's important to not confuse Strategic vs. Tactical
#Leadership #StrategicPlanning #TacticalPlanning #DigitalTransformation

@pfrazee.com
1. Is there a plan in place to ensure sustainability for Bluesky?
2. This could be the the heart and hub for the majority who oppose the tyranny — Is there an advis. board or founders group that has actual objectives, goals, action plans, timeline, teams, logistics, strategic plans?

I may a different POV. There is only one plan, but there long and short term versions of it used for different purposes. In fact, the tools used are different. But it all comes back to a single plan.

If the one-year plan is not part of a larger, longer real strategic plan, then it's not strategic.

A 2-year plan for an organization can't be strategic. It can be named anything to highlight its importance...but that naming does not make it strategic.

Complex problems need a stepwise approach, focusing on building a persistent yet impatient strategy for long-term impact. Notes from "This is Strategy" Seth Godin

The Problem with the Sustainable Development Goals (SDGs) Why they lack rigorous strategic thinking but can still be rescued.

The Problem with the Sustainable Development Goals (SDGs), by open.substack.com/pub/longterm...
You are someone who is aware of the 17 Sustainable Development Goals (SDGs). Their value is not in question. But recently, Antonio Guterres declared that the SDGs are on the path to failure.