Business strategy seminar participants in discussion

Lifakei Perspectives

Strategy, examined closely

This is where we put ideas worth sitting with — pieces on business strategy that go deeper than the usual frameworks. Written by practitioners, reviewed in seminar rooms, and shaped by the kind of questions that come up when participants push back.

Execution

When strategy becomes too abstract to act on

Most strategy failures happen not in the planning room but in the gap between a well-reasoned document and the first Monday morning after it was approved. Teams default to familiar routines, priorities blur, and the plan quietly becomes decorative. The difference usually comes down to whether the strategy was specific enough about what to stop doing, not just what to start.

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Positioning

The market positioning questions most founders skip

Positioning decisions made in the first year of a business tend to calcify. They get embedded in pricing, in how sales conversations go, in the kind of clients who refer others. By the time a founder notices the positioning no longer fits, it has already shaped the team's assumptions about who they are for.

Revisiting those early calls is uncomfortable because it often means acknowledging that some of the growth came from the wrong direction. But that discomfort is usually where the clearest strategic thinking starts.

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Decision-making

Making consequential calls with incomplete data

Most strategy frameworks assume you have more information than you actually do. The models look clean on paper, but the real decisions — entering a new market, restructuring a team, dropping a product line — happen with partial signals and time pressure. Experienced operators do not wait for certainty; they get better at knowing which uncertainties matter.

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seminars published as long-form analysis

contributing practitioners across industries

strategy themes covered in depth this year

countries represented in seminar discussions

A strategy reading path worth following

These are the pieces participants consistently return to between seminars. Not because they answer everything, but because they ask the right questions at the right moment. Work through them in order or start wherever your current challenge sits.

Reading progress [ 4 of 7 completed ]

Where does strategy actually break down in practice
The difference between a goal and a strategic choice
How positioning decisions compound over time
Reading competitive signals without overreacting to them
Decision-making when the data is genuinely ambiguous
Organisational alignment after a strategy shift
When to revise a strategy versus when to stay the course

The articles here are companion material to the live seminar programme. Each piece connects to a session where participants work through the same ideas with a facilitator and a room of peers asking difficult questions.

Strategy, examined closely

When strategy becomes too abstract to act on

The market positioning questions most founders skip

Making consequential calls with incomplete data

A strategy reading path worth following

Seminars that go further