Let’s take a look at each one individually:
1. The capacity to diagnose a problem: We’re typically pretty good at finding out what our product’s metrics are and how we can enhance them with each update. However, diagnosing a condition necessitates understanding the big picture. What is the state of the business as a whole? What reviews do we get from consumers, either by testing or satisfaction surveys? What is the state of the market as a whole?
2. The skill to recognise the important problems and possibilities on which the company/team will make a difference: It’s not enough to be a competent diagnostician. Good strategic planners transform conclusions into ideas, which are the strongest ways for us to radically change our performance.
3. The Skill to develop a mid- to long-term high-level strategy to overcome certain problems and prospects realistically: Insights alone are inadequate. Hopefully, we were able to identify a variety of solutions. True strategy, on the other hand, is about identifying and concentrating on the very few that turn our value proposition and have competitive advantages. Furthermore, we must comprehend the sequence in which we must act.
4. The desire to condense all of your thoughts and reflections into a single, easily remembered artefact: Choosing the best insights, you guessed it, isn’t enough anymore. An undefined plan is almost as terrible as one that doesn’t exist. The final ability entails creating an unforgettable message, inspiring the company by storytelling, and summarising it in a single diagram that can be shown repeatedly to kee