I examine what a strategy assumes about growth, who it depends on and which choices it gives away before asking the organisation to commit.
I began with research tables, where a comparison could look balanced because each row had the same width. Business decisions did not give each row equal weight. A small activity and a much larger one could carry very different consequences even when their percentages looked equally prominent. I understood that principle early, but still failed to apply it in a strategy paper years later. The correction is part of my account because a leadership narrative should explain the judgement that changed, not only the responsibility that accumulated.
The most attractive option is not necessarily the one that leaves the company able to make its next decision well.