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.

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

What are you doing at the moment? How does that compare to your competitors? What do you want to achieve? How can you create something people want?

The real heart of strategy is the strategist.

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

Strategy and culture should have breakfast together.

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.