Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance

First, I want to examine three of the most popular policy suggestions for adapting to the AI economy, many of them emanating from Silicon Valley. These three are largely “technical fixes,” tweaks to policy and business models that seek to smooth the transition but do not actually shift the culture. After examining the uses and weaknesses of these t

1. Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. 2. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire c

inwhat ways can we structure things entirely differently to create more value in the context of our times, to be fast to market, to be fluid in mind-set, to be flexible in how we organize, deliver, and create value?

A radical institutional innovation—a philosophy. Most companies have a competitive strategy, but few have philosophies. What’s the difference? Night and day. Competitive strategies say, “Here’s how we’ll get people to buy our stuff, no matter what.” A philosophy says, “Here’s how we’ll make stuff people want to buy, no matter what.”