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X : Do you think Amazon should be broken up?
Me : No. This is not a case of market abuse or failure but a case of out competing others.
X : What about the dangers of Amazon dominating everything?
Me : Everyone can be beaten. Amazon included.
Me : No. This is not a case of market abuse or failure but a case of out competing others.
X : What about the dangers of Amazon dominating everything?
Me : Everyone can be beaten. Amazon included.
X : But how?
Me : There's no magic plan or step by step guide. You need to outplay them, you need to be a better player.
X : I suppose you're going to say I need to learn mapping?
Me : You need to find the path for yourself. I use maps, you can use whatever you fancy.
Me : There's no magic plan or step by step guide. You need to outplay them, you need to be a better player.
X : I suppose you're going to say I need to learn mapping?
Me : You need to find the path for yourself. I use maps, you can use whatever you fancy.
X : What do you think my chances are?
Me : Without maps?
X : Yes.
Me : Next to none.
X : You would say that. And with maps?
Me : A tiny bit more i.e. almost none. Maybe you'll hit it lucky.
Me : Without maps?
X : Yes.
Me : Next to none.
X : You would say that. And with maps?
Me : A tiny bit more i.e. almost none. Maybe you'll hit it lucky.
X : Why so negative?
Me : I'm not being negative. As far as I know, you just simply lack the experience.
X : I've been in executive roles for almost a decade.
Me : I know but that really is meaningless on its own. What matters is how much strategy experience you have.
Me : I'm not being negative. As far as I know, you just simply lack the experience.
X : I've been in executive roles for almost a decade.
Me : I know but that really is meaningless on its own. What matters is how much strategy experience you have.
X : Over a decade.
Me : How do I say this? I know executives who have been in the role for 20 years and probably have less than a day of actual strategy experience. The role is not the thing here, it's your gameplay that matters.
Me : How do I say this? I know executives who have been in the role for 20 years and probably have less than a day of actual strategy experience. The role is not the thing here, it's your gameplay that matters.
... business is a very bizarre world. I know "executive coaches" who can work with entire teams on two day retreats in wonderous locations to create a beautifully crafted but meaningless mission statement in a complete vacuum of situational awareness and strategy.
You get executuves coming out of these retreats sometimes so excited to have a jumble of words, a mission statement or a vision the troops can "rally" around. It's often very sad and the results are often so predictable.
It's not that people are daft, it's simply that execs can be under pressure and occassionaly desperate to grab onto something that makes sense. We spend many years training military planners. For most execs it's all "on the job", no maps, no nothing and "What's the strategy?"
I met executives who don't even understand the concept or importance of situational awareness. Every squaddie in the field understands that, let alone the military planners behind the operation. We poorly train people to become executives, if at all.
