Friends,
I hope that all is well with you and yours, and that this e-mail finds you on a boat with shoddy connection, in the tropics, three months after I sent it.
In today’s premium newsletter, we dig into strategic coherence and break down the pragmatics of employee decision-making to benefit the corporate whole.
Also, a request for your input and the market vitals including “increased uncertainty” (and how to handle it) and what Nvidia revealed about the future of AI.
Now accepting keynotes for 25Q3-25Q4
Every year for the last decade or so, I have created three main presentation decks. For 2025, however, I have (for the first time) added a fourth due to popular demand. They are:
What to Do When You Don’t Know What to Do: How to turn change into a competitive advantage. (Based on the new book by the same name.)
Leadership in a Time of Change: How to steer an organization through a sea of uncertainty.
Resilient Retail: How to build a profitable retail business in the modern marketplace. (Based on the 2025 follow-up to the highly praised 2022 white paper The Gravity of e-Commerce.)
Artificial Intelligence Beyond the Bullshit: How to establish the real-world relevance of a new technology.
If you want to book me for your event, corporate speaking slot, or workshop, merely send me an email. To make sure I am available, please do so at your earliest convenience; my availability is limited and the schedule tends to fill up fast. More information may be found here.
A couple of updates before we go-go
A long week to say the least. The eldest daughter has once more come down with a cold, which means that she is home from kindergarten. Happy happy, joy joy.
Don’t get me wrong, I obviously adore her company. But she’s got it very bad this time, which means energy levels that ascend and descend like tech stocks and a weird trait whereby she collapses in the early evening but spends the rest of the night waking up every 15-30 minutes (she sits up in bed, but is only in a semi-conscious state).
It is immensely tiring, both for her and everyone else. It also makes work for me very difficult.
At least the youngest, knock on wood, remains fully healthy. So far, she is proving to have an immune system like a Japanese farmer.
I was recently going over the Strategy in Praxis dashboard and, well, the data is somewhat disconcerting. On one hand, my overall subscriber figures keep increasing like bonkers (apparently, this is one of the most popular newsletters on all of Substack). On the other, my premium subscriber figures have been pretty much flat for months.
I want to emphasize, should anyone for some reason believe otherwise, that I am beyond humbled that anyone would want to read my ramblings at all on a consistent basis, whether that is once a month as a free subscriber or weekly as a premium subscribers. But the fact of the matter is that this newsletter provides an important part of my income while I devote almost all of my time and efforts to finishing the new book (we are about 95% there). Thus, to be blunt, I have to do something. I am just not sure what, so I would love to hear your thoughts.
If you are a free subscriber, what would entice you to become a premium subscriber?
If you are a premium subscriber, what would add further value to your experience?
If you are a potential advertising partner, what would entice you to make the jump?
Are there any other content avenues that you would like for me to explore?
Do let me know.
Moving on to the markets.