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33 strategies

The 33 Strategies of Execution

(Loosely based on Robert Greene’s 33 Strategies of War)

Based on the 12 execution titles surveyed, here are 33 recurring themes as identified by the authors of these books:

1. Never launch an initiative unless you’re personally committed to it.

2. Make execution part of the organisation’s culture and DNA.

3. Build an execution culture that continually anticipates and adapts.

4. Picture execution not as a single street but as a network of unique smaller and larger interlinked roads.

5. Focus your organisation on the few (3-4) most crucial priorities.

6. At any given moment, focus fully on the one task that is the single most important thing you could do right now.

7. Get used to making distinctive, tough …

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Management can make an impact

Management can make an impact

Gary Hamel makes the case for reinventing management for the 21st century. He paints a vivid picture of what it means to build organisations that are fundamentally fit for the future—resilient, inventive, inspiring and accountable. “Modern” management is one of humanity’s most important inventions, Hamel argues. But it was developed more than a century ago to maximize standardization, specialization, hierarchy, control, and shareholder interests.

Rethink management

While that style of management delivered an immense contribution to global prosperity, the values driving our most powerful institutions are fundamentally at odds with those of what is needed now—zero-sum thinking, profit-obsession, power, conformance, control, hierarchy, and obedience should not stand a chance against community, interdependence, freedom, flexibility, transparency, …

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cultural strategy

Cultural strategy

Build a better mousetrap and the world will take notice

Market innovation has long been dominated by the worldview of engineers and economists–build a better mousetrap and the world will take notice. The most influential strategy books, such as Competing for the Future, The Innovator’s Dilemma, and Blue Ocean Strategy, argue that innovation should focus on breakthrough functionality.

The archetype of the working class

In another era, Marlboro cigarettes won over smokers with an archetype of working class frontier masculinity, at a moment when the culture was primed to rebel against the sedentary “organisation man” type that was wearing thin.

Cultural innovations

Cultural innovations draw upon source material–novel cultural content lurking in subcultures, social movements, and the media–to develop brands …

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what technology wants

Denial is not a strategy


“What technology wants” by Kevin Kelly describes what he calls the technetium, the technology ecosystem that surrounds us. The technetium contains 170 quadrillions (a quadrillion is one thousand million million) chips. The number of neurons in your brain is similar to the number of transistors in the global network. The number of file links is similar to the number of synapses in your brain. The planetary electronic membrane surrounding the worlds is comparable to the complexity of the human brain. With 3 billion artificial eyes (webcams, phones, etc.) plugged in. The system has started to whisper to itself. He suggests we are close to this big brain becoming aware (Skynet!?).

What is more complex, a Boeing 747 or a …

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killing giants

Strategies that smaller companies can adopt to attack the big companies

If you like”33 strategies of war” or “Art of war”, you will love “Killing Giants” by Stephen Denny. The book covers a number of strategies that smaller companies can apply to attack the big companies.

Who is your enemy

Using examples of companies who did the unthinkable, fought dirty, declared war. It all starts with (and this is from “33 strategies of war” with defining your enemy. Who is your enemy?

The strategies are:

Thin ice –> go places where  big companies can’t follow (too heavy) Speed –> while your big competitor is organising a committee meeting, you have moved Winning in the last 3 feet –> let the competitor do the work and intercept at the end (when they…
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Branding Only Works On Cattle

Branding Only Works On Cattle

The truth is relative


Almost 2,000 years ago, the Greek astronomer Ptolemy in Alexandria codified a geocentric model for understanding the cosmos. According to the Ptolemaic system, celestial bodies (including the sun) revolve around the earth. For almost 1,500 years, every man, woman and child believed this to be true.


Then in 1543, along came a Polish mathematician, physician, artist, translator, Catholic cleric jurist, civil servant classical scholar, military leader, diplomat, economist and amateur astronomer called Nicholas Copernicus – and informed the world that Ptolemy got it wrong.

Badly wrong. About as wrong as it is possible to get.

Copernicus’ book, “De revolutionibus orbium coelestium” (On the Revolutions of the Celestial Spheres), presented a heliocentric model of the …

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Free-Range Kids- Giving Our Children the Freedom We Had Without Going Nuts with Worry

Free range kids

Do you ever let your kid ride a bike to a friend’s house?

Do you ever let your kid ride a bike to a friend’s house? Walk alone to school? Take a bus, solo? Or are you thinking about it? If you are, then in America at least you would be regarded as a freak. When Leonore Skenazy, a columnist for the New York Sun, wrote a column called: “Why I Let My 9-Year-Old Take The Subway Alone” in mid-2008, she figured she would get a few e-mails pro and con. Two days later, she and her son appeared on the Today Show, MSNBC, FoxNews and all manner of talk radio, and under her smiling face was the title: “America’s …

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Talent is overrated


Our clients are telling us that talent development and retention are firmly back on the agenda Read  “Talent is Overrated – What Really Separates World-Class Performers from everybody else” by Geoff Colvin.


Why are some people– so incredibly accomplished at what they do, while millions of others in those same fields never rise above mediocrity? Why are some people so extraordinarily creative and innovative? Why can some continue to perform astoundingly at ages when conventional wisdom says it’s impossible?

Special gift?

Almost all of us think we know the answer to those questions: The lucky few super performers were born with a special gift, an innate ability to do exactly what they do so extremely well? But Geoff …

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Predictably Irrational

Predictably Irrational: The hidden forces that shape our decisions

Process improvement

As a long-term patient in a burns unit, Dan Ariely frequently had to endure the painful process of having his bandages removed. Already endowed with a highly inquisitive mind, he conducted research on ways of making the process less painful and proudly presented his findings to the nurses.


However, he observed that even when the nurses were presented with clear evidence that they could reduce the pain felt by patients during bandage removal, they continued to administer the more familiar – and more painful – method.

Predictably Irrational

As Ariely says in Predictably Irrational: The hidden forces that shape our decisions, his epiphany came when he realised that if nurses, who have an interest in helping and …

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flash foresight

Flash Foresight

Radical transformation

“Expect a radical transformation of the economy and your business” – straight from “Flash Foresight” by Daniel Burrus.

Positive, insightful, fresh and uplifting

We come across books like this every day. Positive, insightful, fresh and uplifting – very effective in engaging staff and getting a spring back in their steps.


Flash Foresight predicts the following trends:

dematerialisation (everything smaller) virtualisation (virtual worlds, virtual simulations) mobility (going smaller makes things wearable) intelligent products (everywhere!) networking of all appliances/products interactivity (web 4.0) globalisation (the whole world connected) convergence (of all the above)

Moore’s law

These trends are speeding up, and Moore’s law (double capacity, half cost) applies to all of the above. And all these trends are reaching an …

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Hi, my name is Ron Immink, I am a business coach, author and speaker, working with companies to improve their future prospects and improve their business models.
If you have any further questions that the website is not answering, feel free to send me a WhatsApp message and I will respond asap.
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