JP Castlin

So, given that I am now a fully independent consultant, I have decided to start a newsletter. I know, I know. There are far too many already. But there won't be many, if any, like this one. Welcome to Strategy in Praxis. strategyinpraxis.substack.com/p/a-note-to-th…

In today’s free-for-all Strategy in Praxis, we attempt to answer the question whether execution is eating strategy. The answer may surprise you. Or not. Either way, I hope that you will enjoy it. strategyinpraxis.substack.com/p/the-one-on-e…

Leaders should therefore stop demanding strategic behavior in the abstract and instead create the conditions, boundaries, trade-offs, and decision rules that make such behavior possible. Voilà: strategyinpraxis.substack.com/p/the-one-on-b…

In practice, strategies rarely succeed because they are perfect; they succeed because people adapt around them intelligently.

In this week’s newsletter, I rant about the own-goal that “be more strategic” always is:

Plus market analyses, macro economic trends, and all the usual shenanigans. Enjoy! strategyinpraxis.substack.com/p/the-follow-u…

Also, another two FREE webinars to come - one (by popular demand) repeat of last month’s lecture on strategy under condition of high uncertainty, and one on the practical dos and don’ts of AI in strategic decision-making. Links in the newsletter.

Another Friday, another Strategy in Praxis. This week, we follow-up on the previous edition by means of a subscriber request: what are some examples of dubious behavior in strategic management doctrine, and how can one know if the frameworks used at work are not up to snuff?

In today’s Strategy in Praxis, we ask an important question: is strategic management about to have an existential crisis? You might not like the answer, but I hope that you will like the text. strategyinpraxis.substack.com/p/the-one-on-t…

After what turned out to be a very popular webinar on strategy under conditions of high uncertainty, we had a rather good Q&A. In this week’s (free-for-all) newsletter, I share some of the conversations that we had. strategyinpraxis.substack.com/p/the-one-on-t…

In today’s newsletter, we continue our series on how to take advantage of AI in strategy by introducing a seven-step program for practical use. As always, I hope that you will like it and have a great weekend. strategyinpraxis.substack.com/p/the-second-o…

Used properly, prompts can expose blind spots, improve judgement, and make strategic work more rigorous. Used carelessly, the same tools can produce polished answers that weaken the very faculties strategists are paid to exercise.

In today’s Strategy in Praxis, we discuss the practical use of AI in strategy. TL;DR: AI is rapidly becoming a professional expectation in strategy, but most people still use it far more superficially than the rhetoric suggests.

In today’s free-for-all newsletter: broader risk considerations in strategy. Also, an opportunity to sign up for a free webinar on strategy under conditions on high uncertainty. As always, I hope that you will enjoy it and have a great weekend. strategyinpraxis.substack.com/p/the-one-on-r…

@ianjprobert DM me your email address and I'll send it to you.

@JPCastlin JP, do you have a link to your piece? I read a good article from Daniel Gilbert @ BrainLabs, that pulled apart the methodology on several fronts.

This is very good; echoes what I wrote about the effectiveness research five years ago.

Recalibration is a continuous leadership task, not an occasional dramatic intervention. As always, I hope that you will like it and have a great weekend. strategyinpraxis.substack.com/p/the-last-one…

Decision rights, local adaptation, and shared learning all benefit from deliberate scaffolding. Weak signals of imbalance tend to appear long before traditional metrics make them visible, which means that a different approach to detection is required.

This week, we conclude our look at balance: Balance is easy to praise in theory, but much harder to design in practice. Strategic relevance depends on knowing what must stay stable and what must be allowed to vary.