“How do I become a business strategist?”

I was recently asked for some career advice, specifically on how to move from a technical role to a more business strategy role, within a corporate environment. Like a lot of the questions I receive regarding career development (especially on LinkedIn….), the initial question was quite broad, a little bit vague, so I needed to frame it before responding.

At the outset, I should stress that I am neither a qualified career counselor (although I have done some related coaching work), nor an organisational behaviorist/industrial psychologist (but I have some formal experience of using personality profiling tools, and trained as a counselor very early in my career). Plus I have had a varied career path and some in-depth corporate experience to draw on!

I have never worked in a full-time Business Strategy role – rather, Business Strategy has been integral to the whole of my corporate and consulting career, whether I have been working in product management, market expansion, business development or start-up roles. So while Business Strategy can be defined (and practiced) as a specific discipline, from my experience it’s just another management component or business tool everyone needs to understand and apply, especially on a practical level.

First, my exposure to business strategy really began when I was in a product management role. So I it was part technical (requiring some formal qualification and subject matter expertise), part production (understanding the design and manufacturing processes), part strategic (managing the commercial, financial and market dynamics). That framework continues to inform my approach to business strategy, even in my consulting work – and helps in understanding my clients’ business.

Second, business and management tools come and go; some are mere passing fads, others are the result of changing technology or market conditions – so there is little point in trying to grapple with each and every one, or whatever happens to be in current fashion. Rather, I believe that we should each identify some core models and frameworks that work for us, which can also be adapted to different situations either organically or by analogy. For example, even the over-used Johari window and SWOT analysis can be useful techniques for mapping out markets, customer segments, or growth options. And having some basic accounting, legal and risk management ability is really useful!

Third, a key personal skill is being curious, and remaining open to possibilities. Simply asking the right questions (Q “Why do we do it this way?” A “Because we’ve always done it this way”) can uncover opportunities for improvement or alternative solutions. Without being a perpetual rebel, it is possible to constructively challenge the status quo, to find ways to do things better, more efficiently, more ethically, more environmentally friendly etc.

Fourth, if there was one thing I had understood better before entering the corporate world and management roles, it is the function of teams, the role of team dynamics, and the importance of open communications, pro-active stakeholder engagement, and bringing people on the journey with you. Never underestimate how stubborn, stupid, wilful or malicious some people can be – but often, they are acting out of a position of fear, ignorance or weakness. It’s rarely personal (it’s just business, right?), but it can feel that way. So, whether you are managing up, down or sideways, be prepared to overcome objections, present solutions (not just problems), and get buy-in early on. Making the team collectively and individually responsible for decisions means that they are personally invested in the outcomes. It’s also a way of empowering people.

Fifth, this leads me to the whole issue of decision-making. Companies will always make some poor decisions – but worse is sub-optimal decision-making. Partly this comes from not having appropriate systems and oversight (proper matrix processes, clearly delegated authorities, well-defined mandates, strong governance frameworks, transparent and accessible policies, and documented audit trails, etc). Partly this is a lack of cognitive skills (empathy, self-awareness, communication). And partly it is an absence of informed decision-making (e.g., understanding any inter-dependencies), and the misalignment of goals and incentives.

As a follow-up question, I was asked about some of the tools I have found useful for being successful in my strategy roles. Personally, I think the jury is still out on the value of an MBA vs gaining hands-on experience, or learning as you grow into a role. MBAs have their place, but they are not the Be all and End all of a corporate career.

I’ve also been dipping into a few of the “leading” business text books of their day, that were recommended to me over the past 15-20 years or so (Blue Ocean Strategy, the Long Tail of markets, defining Metanational companies, etc.). While they all provide some insights, and even some practical examples, they feel very dated in terms of current technology, business models, and market environment. Hence my comment above on passing fads…

Even though I worked for major multinationals for over 20 years, I think I’ve learned a lot more from working with and for startups and entrepreneurs over the past 10 years – and to me, that’s where a lot of the more interesting stuff is happening, notwithstanding the challenges of founding a new business. But I realize it’s not for everyone as a career choice.

Finally, no doubt there will be huge lessons for business and corporate strategy as we come out of lock down and it’s how we apply those lessons that will determine the next generation of success stories.

Next week: “There’s a gap in the market, but is there a market in the gap?”


Pitch X – Launch Into A New Decade

Last week I was invited to be one of the judges at the final Pitch X event of 2019 (and of this decade), organised by Academy Xi and Melbourne Silicon Beach Group, and hosted by YBF Ventures. My fellow judges were Abena Ofori of MAP and Michelle Bourke of Foresight Digital.

As usual with Pitch X, each pitch was given 90 seconds to present, and the top 3 were then invited back for a 5 minute pitch. After each pitch, the panel of judges were given time for Q&A. The pitches in order of presentations in the first round were:


Remote monitoring system for people who require care, in case they fall or need assistance in their home. Designed around a combination of machine learning, AI and motion sensors (that don’t track facial recognition). Only decision-based information is sent to the monitoring network.


Investment platform to fund solar power under a virtual power plant structure, bringing together investors and producers, who might not otherwise have access to the financial and production benefits of this renewable energy resource.


Bringing home-cooked meals to the food delivery market. Currently in beta launch, looking to bring on new cooks and suppliers. Limited number of providers at this stage, and having to manage regulatory (food hygiene and licensing) and logistical (delivery, inventory, geography) challenges.

CPAP Buddy

Developing CPAP (Continuous positive airway pressure) oxygen masks, designed for premature babies, and intended to prevent brain damage or other injury that can arise from incorrectly fitted or poorly designed devices. Combines real-time monitoring with continuous visual feedback and detection of interfacial contact pressure.

Travels by TM

Helping people to gain the confidence and resilience to go travelling alone. Part curated travel planner, part counselling course, part self-help guide. As judges, we felt it was difficult to see how this business would scale, given the very personal nature of the service.

Mentor Community

Positioned as a match-making mentoring platform, it is designed to overcome some of the challenges people can experience in trying to find a suitable or appropriate mentor. Very difficult to know what technology is being deployed (to match mentors and mentees), in what is an uneven “market place” – more people seeking mentors than there are people willing or able to mentor them. And no opportunity to examine the financial model.


Bringing “zero waste” cleaning products to the market. Distributes concentrates, that simply need diluting in water, and avoids the use of single-use packaging. Using Australian-produced botanical ingredients. There was some confusion on the business model – the pitch mentioned a home delivery subscription service, and supplying to professional cleaning companies.


Describing itself as a curated service offering unique and personalised dating experiences. No doubt there is a market for outsourcing your date decisions (or just to get some fresh ideas), but this was another pitch that would be difficult to scale, and again, it wasn’t clear how technology is being deployed in the solution.


A total marketplace for pet products, services and solutions that also uses ML, AI and data analytics to track, recommend and predict your pets’ needs.


Another customised CPAP solution for premature babies, but also targeting neo-natal infants with sleep apnea conditions. Already at prototype stage (and scoping manufacturing options for medical grade silicon), but with at least 2-3 years of clinical trials before achieving medical device approval, the team have already identified multiple channels to market including hospital purchasing committees.

The three winning finalists were 1st: Sola.io; 2nd: MotionAI; and 3rd: Cari

As part of their prize, the winners will be featured in this blog in the near future. Stay tuned for more updates…

Next week: Signing off for Saturnalia

Fitting your own oxygen mask first

Before I get into this week’s article, I want to stress that my reason for posting it is not intended to be self-serving, or self-aggrandising – I’m fully aware of such pitfalls, as captured wonderfully in The State of LinkedIn on Twitter. Instead, I hope it’s received as an example of paying it forward. And all starts with some advice I heard a number of years ago.

My erstwhile colleague, Dale Simpson, likes to use the following analogy when coaching his clients on career development, leadership and directorship:

“Be sure to fit your own oxygen mask first”

The reason being, how can you help others if you don’t take care of your own needs first? It’s not about being selfish, but about being present and able to serve others. It also recognises that in order to be useful, we need to work from a position of stability and resilience ourselves.

Dale also likes to use Maslow’s Hierarchy of Needs in his work. Both Maslow and the oxygen mask have clearly entered my own vernacular. A couple of weeks ago, I was listening to a neighbour at my co-working space talking about the work he was trying to do to help others become more resilient and overcome trauma. As the conversation went on, it was clear that his own circumstances were challenging, due to insecure accommodation, erratic income and other factors. He had also had to overcome a great deal of adversity and other challenges in his life.

I asked him if he had heard of Maslow – he hadn’t. I suggested that he consider what his own needs were, so that he would be better able to help others. A little while later, I went back to my desk and found the above note he had left for me.

I’m sure once he manages to sort out his own circumstances, he will be a fine coach and excellent mentor, because he was very certain of his purpose – he just needed to adjust his own oxygen mask first.

Next week: Steam Radio in the Digital Age

The new education #3: Curiosity

Week 3 (and final part) of “What they should be teaching at school” – Curiosity.

If curiosity is supposed to have killed the cat, then in my case, curiosity probably changed my life. Earlier in my career, I was offered the opportunity to relocate overseas. When I asked my manager why I had been chosen, he replied that I had “asked the right questions” to justify my selection. In fact, I had no idea that I was in contention for the role – I was simply interested in the new project from a business perspective. I hadn’t even considered whether I wanted the role itself – but my questioning apparently displayed the right amount of curiosity, and I was seen as the right fit for the job.

Being curious means you are less willing to simply accept something as “received wisdom”. It shows that you want to make sense of things for yourself. It helps you ask why things are done a certain way (especially if the answer is “because they’ve always been done this way…”). It demonstrates you want to find out how things work for yourself.

The downside is you may be more disbelieving, more sceptical, and prone to being suspicious. It can also mean you distrust certainty. But I would gladly take a level of ambiguity over a sense of complacency any day. A questioning nature can act as a defence mechanism against hype, cant and bullsh*t.

I hope kids learn how to take their early curiosity (and not just their knack for asking “but, why, mummy, why?”) into later life. Curiosity is how we learn to find our passions and interests outside the formal school curriculum and the set learning model. Our natural curiosity helps us to make sense of the world. I don’t think I would have developed any real critical thinking if I hadn’t strayed “off piste” and explored books that were not on the list of set texts.

Recently, I explained to a former colleague how I had participated in a number of startup and tech hackathons, even though I’m not a coder or programmer. My ex-colleague asked, almost in disbelief, “why would you do that?” Apart from being part of my journey into a new career path, my answer was simple: “Because I was curious, because I wanted to learn something, because I wanted to network and make new connections, and because I also wanted to get out of my comfort zone.”

In my view, if you stop being curious, you stop growing as a person, you stop developing your mental faculties, and metaphorically, you stop breathing.

Next week: Looking back on 6 years of blogging