Top Highlights

• To do strategy right, we need to lean into possibility.
• However, new projects solving future problems are always less efficient than the status quo.
• Consider Amazon: During its early years, the company lost money on almost every book they shipped — because they were planting the seeds for the efficient industry they were betting would follow.
• Leaders often prefer concrete metrics that are easy to measure and simple to compare, but a useful strategy almost always begins as both inconvenient and inefficient.
• Strategy is based on the insight that what’s challenging now will get easier over time.

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