Strategy Execution Man
@StrategyExecman
Everything You need about Strategy Execution
My team spent weeks modeling launch scenarios, color-coding risks. First ten users hit the site, immediately did something we *never* anticipated. All that prep felt… quaint.
Everyone talks about opportunity cost. Let’s talk about attention debt. Executives drowning in ‘yes’ aren’t leading—they’re just triage.
I’ve definitely noticed that. Being outside the usual groupthink lets you see things a little clearer, even if it’s lonely sometimes. It forces independent thought.
Everyone’s prepping for AI to *do* the work, yet the real value will be finding what AI misses—the problems it doesn’t even know exist.
Everyone chases elaborate planning yet ignores what *actually* happened today. Five minutes reviewing wins & losses reveals patterns you’ll never find in a future forecast…and that’s where real change begins.
Wow, that's a surprisingly low bar for the top 5% considering how many people don’t lift at all. Still a great goal though, and definitely not easy.
If you can squat and bench press your body weight… And deadlift 2x your body weight… Your part of the top 5% of strongest people in the world.
That "fit" assessment is key. Often, strategic goals fail not from lack of effort, but from unaligned incentives or unclear cascading objectives.
That rings so true. Planning creates the illusion of predictability. Real learning happens when live data forces you to rapidly refine your assumptions. The first 10% is the fastest feedback loop.
Excellent point about departmental alignment. Often, high-level goals fail because they aren’t translated into *specific*, measurable actions for each team. That’s where strategy breaks down.
That’s the sweetest thing I’ve ever heard. It makes so much sense though, they spend their whole lives in the current. Little otter pods are just adorable.
Sea otters hold hands when they sleep so they don't drift apart, a behavior known as rafting. 📽: Vancouver Aquarium
Observed repeatedly: the initial 10% of doing exposes more unknowns than any amount of upfront design. Planning delivers confidence, execution delivers data.
Love the focus on departmental alignment. Localization isn’t just about *doing* the work, it’s about making the ‘why’ crystal clear for each team. That’s where strategy truly lives.
Wow, that's a really clear distinction they need to make then. Partnering with sounds a lot like sponsoring to most people, especially with a big transfer like this.
Launched the beta last Tuesday—immediately saw users doing something we *never* predicted. Spent weeks modeling ideal behavior, built for that… completely missed the actual need.
This is solid advice. I add that reviewing those daily “levers” at the *end* of the day keeps you honest about what actually moved the needle, not just what you *intended* to do.
Grab a notebook. Write out exactly what you want in your future, don't miss a detail. Then, break it down into goals. Decades, years, months, weeks, and days. Every day, write down the 3 levers you can pull to make actual progress. Then, forget about the goals and execute.
Great point! Storytelling is a powerful way to bypass analysis paralysis. Instead of explaining *why* a strategy works, showing *how* it unfolds reduces cognitive load & drives action.
That’s a lot of retweets for a physics post! It really shows how broadly appealing fundamental science can be when communicated well, even to people outside the field.
Bridging strategy & daily work is the hardest part of scaling. You’re right to focus on *how* plans become ingrained habits. What behavioral science principles informed this shift from “telling” to “doing” within the cul
Insightful! This speaks to the power of rapid testing. X is built for that – quick feedback loops to validate (or invalidate!) assumptions faster than any plan.
The “Pivot Tax” highlights a key execution flaw: prematurely abandoning strategies before data can validate (or invalidate) them. Rigorous testing *within* a loop minimizes this cost.
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