Strategy is not a solo sport, even if you're the CEO.

We need to move from comparative advantage to perpetual advantage.

Change is not overcoming inertia as much as it is redirecting, guiding, tweaking what already is and what has already happened. We must believe that we can make choices and that those choices can alter the future.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

Corporate strategy is usually only useful if you get people engaged with helping you to make it work.

A great strategy meeting is a meeting of minds.

Strategists who don’t take time to think are just planners.