From strategy+business: The technique of deliberate practice can dramatically improve performance, but knowing its limits is as important as understanding its value.
From Marketing.ai: A typical marketing manager will have a team of content creators working under them on a variety of different content items. They may be working on several different campaigns simultaneously with output going to websites, social media and content sharing platforms for video, slides or ebooks. Managing all of these people and tasks can become overwhelming as multiple deadlines start to loom, while strategy for the upcoming months must also be planned.
From strategy+business: A Harvard Business School professor observes that leaders become better strategists by engaging in conversations about the purpose of a company. In the video Cynthia Montgomery and Booz & Company partner Ken Favaro discuss why strategy needs to be reimagined, and how a leader can help define what a business is and why it matters.
From strategy+business: Oded Shenkar, author of "Copycats: How Smart Companies Use Imitation to Gain a Strategic Edge," introduces an excerpt on the wisdom of entering markets after first movers from "The Art of Being Unreasonable: Lessons in Unconventional Thinking," by Eli Broad.
From strategy+business: Many business leaders think they'd rather have great execution than superior strategies, but you can't have the first without the second.
From Six Seconds: Go from Point A. Around Obstacles. Toward Point B.
From Greg McKeown at Harvard Business Review: Why don't successful people and organizations automatically become very successful? One important explanation is due to what I call "the clarity paradox."
From anecdote: Be careful in your workplace when you ask people to act strategically. How are they viewing that term and what it means? Do they see it as a positive thing, or something a little less savoury?