Strategy

Strategy

Discussing strategy, in any area

vaughn tan pfp

Most unknowns we face aren’t just “risk.” They’re messier, richer, and more generative — deeper types of not-knowing about what we could do, what could happen, how our actions link to outcomes, and what outcomes we truly value. I wrote about how to see, name, and use these types of not-knowing better: https://vaughntan.org/nksynthesis

0 reply

2 recasts

7 reactions

vaughn tan pfp

been writing about not-knowing and /uncertainty for several years (in fact, since 2008). haven't made a synthesis yet, so here it is as an easily-digested diagram — because apparently that's what's necessary now. full essay coming up. meanwhile, all the essays from the last 3 years are available here: https://vaughntan.org/notknowing

0 reply

1 recast

3 reactions

vaughn tan pfp

i was at a very strange workshop this week

0 reply

1 recast

4 reactions

vaughn tan pfp

i'm at a fellows strategy retreat for the singapore govt's centre for strategic futures. struck by how much even this august group (the distinguished fellows include some very fancy people) is largely oblivious to the problems of using output indistinguishability as a way of evaluating AI systems. i wrote about that in the context of education a few weeks ago: https://vaughntan.org/meaningedu

0 reply

0 recast

1 reaction

vaughn tan pfp

Anthropic’s experiment with using Claude as an autonomous shopkeeper (“Claudius”) failed — not just because the AI was gullible, but because running even a simple business involves inherently human, meaning-making decisions. Doing business isn’t just executing tasks like pricing or inventory. It’s deciding what matters, what to trade off, and what success looks like. These are subjective choices without correct answers. Until AI systems can make meaning, they shouldn’t be tasked with running businesses on their own. The real question isn’t whether an AI is gullible, but whether the work requires meaning-making. If it does, that work must remain human. More here: https://vaughntan.org/bizmeaningmaking

2 replies

3 recasts

10 reactions

vaughn tan pfp

taking tiger mountain (by strategy) is so good and it was the genesis of the oblique strategies which also inspired www.productivediscomfort.org /music

0 reply

0 recast

0 reaction

tyler ↑ pfp

Been thinking about this thread a bit. The reframe from "what do my customers want?" to "how can I recombine my assets?" is a difficult step to take, but can unlock some interesting possibilities. The likely problem here is that all the players are too entrenched to make something this unconventional happen. https://x.com/kyalbr/status/1935911335768047853

0 reply

0 recast

2 reactions

vaughn tan pfp

oop forgot to put this in /strategy

0 reply

0 recast

1 reaction

vaughn tan pfp

i wrote about how Big Org Problems are decomposable, and how working through tradeoffs helps unblock Big Problems and make them more tractable: https://vaughntan.org/decomposableproblems

0 reply

0 recast

1 reaction

vaughn tan pfp

the push to "productise" or be "product-centric" makes companies forget that products and services aren't the same thing, and can't be delivered the same way. i suggest some ways to think more productively and strategically (🥁) about the differences between products and services: https://vaughntan.org/prodsvc

0 reply

0 recast

1 reaction

Leo pfp

https://warpcast.com/0xantidote.eth/0x3d9f63ef

1 reply

0 recast

1 reaction

tyler ↑ pfp

This is an unreal list. If this is “Basic” then I have a very, very long way to go. https://strategeion.substack.com/p/a-strategists-basic-bookshelf

0 reply

0 recast

1 reaction

vaughn tan pfp

what is the minimum viable experiment? https://vaughntan.org/betterexperiments

1 reply

0 recast

3 reactions

vaughn tan pfp

Innovation stalls when we treat uncertainty like risk. In my latest article, I share a 4-day program helping public sector teams embrace uncertainty as a strategic resource—not a threat to be planned away. Ready to transform policy work in your govt? https://vaughntan.org/transformpolicy

0 reply

0 recast

1 reaction

vaughn tan pfp

Strategy ≠ planning. Efficiency ≠ resilience. Interviews ≠ casual chats. AI ≠ meaningmaking. Grab bag of ideas on how we get it wrong — and how to get it right. 👉 https://uncertaintymindset.substack.com/p/gbw1425

0 reply

0 recast

0 reaction