On this page you can find 25+ topics that form the kernel of the conference.
They all start from the question: “What are the specific distinctions or lessons needs to accomplish game-changing, preemptive long-term strategy? When you are done, click here to apply to visit the speaker information page where you’ll find a link to the application page.
1. Know vs Ignore the System
Great strategy builds on unique insights into the current system at play.
2. Things which don't ever change
Enduring, sustainable strategy builds around unchangeables / permanent elements, vs transitory.
3. Big Results and Luck
Game-changing strategic results aren't a matter of luck. They reliably derive from a systematic approach, a clear intention, execution, long-term thinking, deep diagnosis, etc. Some try to squeeze big results into short horizons
4. Pre-emptive vs. Proactive
All strategy seeks to be proactive. But pre-emptive strategy seeks to forestall a threat which is likely to arise in a given timeframe with some estimateable probability
5. Implementation Failure and Wishlists
A strategy which is made up of a comprehensive wishlist will be ignored by stakeholders who don't want to waste their time and energy on a lost cause
6. Three Horizon Imposition
All offers have a finite lifetime. When strategies are crafted for current and future offerings, organizations can coordinate innovation efforts rather than leave them to chance.
7. Enrolling vs. Forcing
Convincing others of the importance of long-term thinking requires enrollment conversations. Being prepared to have them involves willingness, forethought and practice.
8. Present Forward vs. Future Back
There is a conventional present forward mindset used each day by executives. They are not used to a Future Back mindset which must be brought into being temporarily during a retreat. It can become permanent.
9. Local Short_Term vs. Global Selfless Long-Term
Local thinking leads to more selfish, financial, metrics-driven behavior. Long-Term thinking is often global/selfless as the impact on wide groups of future stakeholders becomes apparent.
10. Three-Level Corporate Vision
The usual vague, undated 2 paragraph vision statement is not useful for great strategic planning. It requires a detailed, dated vision. There are 3 levels of vision statements.
11. Vision as Ecosystem
The usual vague, undated 2 paragraph vision statement is not useful for great strategic planning. It requires a detailed, dated vision. There are 3 levels of vision statements.
12. JTBD vs. Customer Profiles
Customers hire solutions from providers to match unmet needs. This explains why they buy, versus profiles which are only correlational.
13. Top Boss / Firm vs. Decision Team
Strategy which is the responsibility of a top decision-team has better quality and more buy-in. Big-man / Boss-Lady / Consulting firm strategy lacks the right blend
14. Game-Changing or Go Home
If a strategy isn't intended to be game-changing, cancel a fresh strategy effort and simply refashion the old or current strategic plan. Have the right intent.
15. Game-changing Design
Once the intent is clear, put in place the design elements required to create game-changing strategy
16. Real-time Decision Making vs. Delayed
It's better to make critical decisions which involve key stakeholders in real time. Fail to pull them together and there's a chance some perspective will be excluded.
17. Today's vs. Tomorrow's Problems
Great strategy anticipates problems which either don't exist at all today, or only exist as faint signals
18. Real-Time Cohesion
Having everyone agree together, at the same time, leads to implementation by team members who trust each other to be on the same page
19. Emergencies Inside vs. Outside the Strategy
When surprises and disruptions occur, it's better to rely on a long-term direction for a response, than react to immediate needs and wants. LTSP offers a context for such inevitable events.
20. Inspiration Testing a Strategy
How inspirational is a LTSP? This is a signal of buy-in, and can predict implementation. Also, it correlates with game-changing design.
21. Real-Time Compounding
In a retreat, expect activities to build on each other as shared knowledge builds. The process accelerates towards the end as it evolves
22. Category Design vs. Competition
Don't compete within existing categories. Instead, create new ones that address unmet needs customers may not know they have.
23. Implementation as Integrity
People who relate to the new strategy as a matter of integrity, will be looking for ways to align daily execution with the new aspiration. They will also flag new commitments which interfere with the strategy.
24. Life Inside Game-changing Strategy
A company must monitor its internal state carefully when it has a game-changing strategy in place. They must renew their commitment with precision and prepare themselves for external shocks.
25. Game-changing Strategy Everywhere
Long-term thinking never goes away depending on the company, industry, geography, mission, vision, technology, etc.
26. Choose Your Own Topic
You have your own topic. And maybe it doesn't fit any of the ones we have suggested. But is there a way to craft an interview based on your own ideas?