“think of AWS or Intel going into CPUs or Apple going into iPhones”
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MentionsGood Strategy, Bad Strategy
“he's consulted on strategy with companies like Microsoft Apple and Intel”
“Andy Grove who who was the CEO of Intel”
“I know Intel I have friends that have done the sabatical Intel you get like six weeks after seven years”
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CORE Feedback Structure
Context, Observation, Result, Next Step — feedback about behavior, never personality
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Mindset5 steps
Dancing With Your Fears
Price the cost of inaction, then stop trying to kill the fears that won't die — have a conversation with them.
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Strategy5 steps
Engineering Financial Space
Convert your job into a contract, cut the burn, and buy back time without a clean break.
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Strategy3 steps
Focusing Power on an Addressable Target
Strategy works only when you concentrate a genuine source of power on a target that can actually be moved.
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Gauge How It Lands
Read the reaction in real time and adjust which axis you move on — sad/mad means move up on care
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Strategy3 steps
Network Effects vs Network Economies: The Materiality Test
Almost everything has some network effect; only ask whether it's large enough to change your margins.
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Entrepreneurship4 steps
Ship, Quit, and Learn
Design the smallest thing you can ship that is built to be quit — then let shipping it tell you what's next.
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Leadership4 steps
Soliciting Feedback: The Order of Operations
Ask a go-to question, count to six, listen to understand, then reward the candor
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Strategy4 steps
Spotting Bad Strategy
Four tells that a 'strategy' is actually empty: no diagnosis, goals-as-strategy, fluff, and incoherent actions.
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Startup Power Progression: Eliminate Three, Sequence Four
Cross off the three powers a startup can't have yet, then pursue the remaining four in sequence — counter-positioning first.
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Mindset4 steps
The 3-of-500 Months Sabbatical
Frame a sabbatical as 3 months out of a ~500-month working life, and budget 6-8 weeks just to unwind.
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Strategy4 steps
The Action Agenda (Ambition-Filter Method)
Stop writing a 'strategy.' Filter your ambitions down to one important, addressable challenge and act.
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The Benefit-and-Barrier Power Test (To Be or Not to Be)
Only call it power if it delivers a cost/price benefit AND a barrier competitors can't erase.
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The Castle-or-Shack Audit
Go capability by capability and separate the ones a rival can copy (shack) from the ones they truly can't (castle).
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The Crux: Insight Through Immersion
Find the single hardest solvable part of the problem, immerse in it, and let insight emerge.
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Peak Performance4 steps
The Energy Audit
After every activity, log energised or drained — then do more of one and less of the other.
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Leadership4 steps
The Foundry: Facilitating a Group to One Action Agenda
Put the leader plus 7-8 people in a room, surface 25 problems, then focus on the one or two addressable ones.
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Strategy3 steps
The Kernel of Good Strategy
Every real strategy has three parts: a diagnosis, a guiding policy, and coherent action.
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Finance5 steps
The Life MBA Reframe
Set a runway budget, name it an investment in yourself, and give people a socially legible story for it.
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Influence5 steps
The Path Expert Conversation
Find someone a few years ahead on the path you're curious about, and offer them written questions.
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The Process Power Qualifier: Material and Opaque
Operational excellence is only power when it's both material AND impossible for rivals to copy.
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The Radical Candor 2x2
Care personally AND challenge directly — the two axes that place every act of feedback
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Leadership3 steps
The Three Career Conversations
Past, dreams, and action plan — three 45-minute conversations to show you care and grow people
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The Three-Hour Work Mindfulness Experiment
Steal three hours from a workday, do something purposeless, and study the guilt that shows up.
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Entrepreneurship3 steps
The Value Deny: Finding Opportunity in What You Can't Buy
List what you should be able to buy but can't, or how a familiar product ought to work but doesn't.
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