You are reading the latest 2024 newsletter. I took a moment to look back at the best pieces and rank the 10 most-read newsletters of the past 12 months.
Whether you have recently joined the community or have been following us for longer, this list will uncover hidden gems, I am sure. I personally enjoyed rereading them all to write this bignami that you can save to your favorites or share with those you care about.
It has been a wonderful year: newsletter subscribers have more than doubled, and it has been exciting to meet many live.
Both the adoptions of MAKE PROGRESS implemented directly by STRTGY, and those on their own that I am aware of, have grown.
If you also use our tools, either individually or have fully implemented the methodology, I invite you to write to me. I would love to learn from your experience, prepare a case study of your own, promote the ones you do, and evolve the system together!
As I write, my thoughts are with the professionals who are studying to become Qualified Coaches and have decided to contribute to the mission. It is a challenging journey, and I am proud of the progress each of them is achieving-I am sure they will bring great transformation to the world.
I am glad that you, too, simply by accessing this information — can feel part of this energetic group of pioneers who have decided to work in a radically different way:
More strategic.
Faster.
More effective.
More motivating.
More ambitious.
More practical.
More transparent.
More honest.
More innovative.
I am working on the 2025 strategy, and I want to make sure that the choices we are making and the products we are developing are perfectly aligned with what you need.
I would be honored to hear your voice: if you haven’t found the answers you were looking for in the marketplace and in traditional counseling, take a step forward, click reply and write me two lines answering this question, “If STRTGY could provide you with a magic wand to solve any problem, what would it be and how do you imagine this happening. Basically, if money were no object, describe the service you need.” There are no wrong answers. I read everything.
Now I’ll leave you with the rankings, starting from the tenth place and ending with the most-read ever,
And I thank you for all your time, it matters a lot to me and my team.
ALWAYS MAKE PROGRESS ⤴
Antonio
10 Place: № 177 – Netflix has changed its North Star Metric (NSM)
In the strategy note № 177 I explore how Netflix decided to transform its North Star Metric (NSM). This change marks a crucial strategic evolution: the company has shifted its focus from simple subscriber growth to more sophisticated metrics such as user engagement and time spent on the platform. I analyze the implications of this choice for the business model and share the characteristics of an effective NSM, offering useful tools and thoughts for applying it to your context as well.
In this note
Netflix’s strategic evolution: from subscriber counting to viewing time, reflecting a strategy focused on quality and innovation.
What is a North Star Metric?: the indicator that best represents a company’s core value, which is essential for monitoring strategic effectiveness.
How to identify your NSM: A practical in-depth look at how to choose and implement a crucial metric for your business.
Evolving business models: the Netflix case demonstrates how to diversify value for users from video streaming to video games.
Takeaway for you: how this transformation can inspire innovation and improvement in your strategic approach.
Post 9: № 157 – Outcome vs Output: understanding the difference once and for all
In strategy note № 157 I clarify once and for all the difference between outcome and output, two concepts that are often confused but fundamental to writing effective OKRs. The outcome represents the desired result, while the output measures the activity required to achieve it. Through practical examples, philosophy, and the crucial role of middle management, I explore how a significant increase in output can radically transform the context, demonstrating that true strategy comes through precise management of resources and business priorities.
In this note
Outcome vs Output: definitions and differences for writing clear and achievable goals.
Hegel’s approach to OKRs applied to business.
Middle management: because it is central in increasing outputs and translating strategy into concrete action.
Practical examples: how to measure the effectiveness of OKRs through well-chosen leading and lagging indicators.
Practical insights: increase outputs in a sustainable way to materialize the strategy and achieve extraordinary results.
8 post: № 172 – What to do if there is a lack of time for OKRs.
In Strategy Note № 172 I explore the problem of “not having time for OKRs,” one of the most common and dangerous excuses in business. OKRs are not an add-on to work, but the heart of strategy and priorities. I offer tools and techniques for integrating OKRs as an integral part of the business routine, eliminating low-value-added activities and focusing on what really matters. The note provides a practical approach to transforming time management into a strategic lever.
In this note
OKRs like work: OKRs do not add work; they represent true business priorities and strategy.
Priority management: time is not the issue, but how priorities are set and communicated is.
Practical tools: using the Strategy Focus Onepager to map and share business priorities clearly.
Leadership and accountability: the role of leadership in setting focus and influencing key resources such as time, budget, and talent.
Liquid backlog: a method for reorganizing activities based on impact, keeping teams focused on strategic priorities.
7 post: № 191 – Corporate Self-Management: 10 identikit companies without hierarchy that are revolutionizing the world of work
In Strategy Note № 191 I explore corporate self-management through 10 examples of companies that have eliminated traditional hierarchies to adopt innovative management models. In sectors ranging from industry to marketing, these companies demonstrate how autonomy, transparency and self-organization can improve productivity, innovation and job satisfaction. You’ll discover strategies for reducing bureaucracy and creating flexible structures in which every decision is shared and oriented toward business goals.
In this note
10 sketches of innovative companies: from Morning Star to Buurtzorg, practical examples of successfully applied self-management.
The paradox of freedom: more autonomy requires a clear structure and transparent processes to ensure sustainable results.
Reducing bureaucracy: hierarchy-free models that empower employees and foster innovation.
MAKE PROGRESS® as support: strategic tools to implement self-management systems with autonomy and impact.
Successful examples: how companies like Indaero and Cyberclick have improved efficiency and corporate culture by eliminating managerial layers.
Place 6: № 182 – 3 metrics to drop the Net Promoter Score (NPS) once and for all.
In strategy note № 182 I explain why Net Promoter Score (NPS) is no longer an effective metric for measuring customer satisfaction and propose three alternatives that offer a more accurate picture of business growth. Through the metrics Net Revenue Retention (NRR), Earned New Customer Value (ENCV), and Earned Growth Rate (EGR), I offer a practical and actionable approach to measuring the sustainability and effectiveness of the strategy, overcoming the limitations of revenue and NPS alone.
In this note
Limitations of NPS: an unreliable metric that is often unrepresentative of business reality.
Alternatives to NPS: Learn how NRR, ENCV and EGR provide a more comprehensive and scientific view of sustainable growth.
Practical cases: concrete examples demonstrate why turnover alone can be misleading without considering retention and word of mouth.
Measuring strategy: tools for interpreting results and improving strategic execution through an effective Growth Machine.
Action points: implement these metrics immediately to track success and optimize your company’s growth path.
Place 5: № 180 – The Power of Enterprise Systems to Grow More Efficiently (plus 10 KPIs to measure now)
In strategy note № 180 I explore the importance of Enterprise Systems for efficient and scalable growth, overcoming the limitations of the team-based organization. Systems unite diverse skills for a common goal, ensuring stability, speed, and continuous improvement. I present key enterprise systems-such as Awareness, Lead Generation, Sales and Operations-and share 10 essential KPIs for measuring their effectiveness, transforming the way you monitor and optimize your business strategy.
In this note
Systems vs. Teams: why organizing work in Systems improves efficiency, consistency, and quick decisions.
The 10 Key Systems: learn how Awareness, HR, Finance, Fulfillment and others drive strategic success.
10 essential KPIs: underutilized but powerful metrics for monitoring the impact of business strategy.
Benefits of Enterprise Systems: equity in workload, consistency in results, and ability to replicate success.
Practical applications: how to implement effective Solid Systems and metrics with the support of the MAKE PROGRESS® method.
Place 4: № 190 – 17 Films on True Stories of Business and Financial Crisis: Lessons in Business Strategy where everything turns into a nightmare
In Strategy Note № 190 I explore 17 films inspired by true stories that tell the dark side of business, turning business decisions into strategic nightmares. Through these films, we learn lessons about ethics, risk management, and leadership, discovering how strategic choices can lead to success or disaster. Each film offers profound reflections on finance, business management, and the social impact of business decisions, all told through great stories and memorable casts.
In this note
17 strategic lessons: key reflections hidden in films that interweave entrepreneurship and business crisis.
Ethics and risk: cinematic explorations of how greed and lack of integrity can lead to failure.
Hidden Pearls: a selection of lesser-known films that offer unique perspectives on business and society.
Innovative strategies: examples of resilience, innovation, and leadership from success stories and disasters.
What to bring to the office: how to translate these lessons into concrete actions to improve your business strategy.
We enter the podium…
🥉3rd place: № 165 – The one business asset you can’t buy.
In the strategy note № 165 I explore given too often that we never think about: strategy is the one asset you cannot buy. People often make the mistake of relying on outside consultants who, while providing detailed analysis, do not know the details of the company’s business model and real resources. Instead, strategy is born and implemented within the team, through collaborative work and appropriate tools. I highlight the obstacles of strategy work, the importance of planning, and why it is a key discipline for every leader.
In this note
Why you can’t buy strategy: outside consulting often doesn’t know your business model as well as your team.
The role of strategic work: it is not planning, but a discipline that requires continuous measurement and adaptation.
Shared responsibility: strategy is not the sole job of the CEO, but a team effort involving every level of the company.
Outdated tools vs. new approaches: how MAKE PROGRESS and other tools can make strategy concrete and measurable.
Challenges of strategic work: why it is difficult and how to deal with it to achieve real impact.
🥈Place 2: № 170 – How to invest in innovation that accelerates growth, using MAKE PROGRESS
In Strategy Note № 170 I explore how to invest in the only innovation that matters: that which accelerates growth. I analyze the difference between innovation, optimization, and integration, showing how each contributes to business strategy. Using tools from the MAKE PROGRESS method, I explain how to identify and prioritize solutions that directly impact business growth systems. I offer practical examples, from emerging trends to the best strategic enablers for building scalability and decoupling investment and results.
In this note
Innovation, optimization, and integration: distinctions and strategies to better manage resources and opportunities.
Enablers of growth: acquisitions, automation, brand building and partnerships as tools to unlock the company’s potential.
Avoid “problem-seeking” solutions: focus on real problems related to growth to optimize strategic impact.
Tools MAKE PROGRESS: How the Strategy Focus Onepager helps generate ideas at the intersection of feasibility, credibility and strategic impact.
200+ trends 2024: an exclusive collection of inspirations to identify opportunities and guide your team toward innovations with high strategic value.
🥇1 post: № 176 – Bayer’s New Strategy is to get rid of red tape: here’s how they’ll do it
In the strategy note № 176 I analyze Bayer’s new strategy, focused on reducing bureaucracy and adopting the Dynamic Shared Ownership (DSO) organizational model. This transformation promises to accelerate decision-making and increase business agility, moving from rigid hierarchies to cross-functional and autonomous teams. Through testimonials and practical cases, I explore how Bayer is redefining the role of leadership and creating a more resilient and results-oriented system.
In this note
The problem of bureaucracy: how excessive oversight eroded 50 percent of Bayer’s stock value.
DSO – Dynamic Shared Ownership: an organizational model inspired by Haier’s RenDanHeyi to decentralize decisions.
New role of leadership: leaders as visionaries, architects, and coaches in an agile and distributed structure.
Practical implementation: cross-functional teams, 90-day cycles, and internal marketplaces to connect talent and priorities.Applicable lessons: how small and medium-sized businesses can be inspired to redesign their organizations.
