Show Notes: In this panel discussion, Lisa Carlin, director of Future Builders and author of the newsletter Turbocharge Weekly, and strategy execution specialist  introduces the three panelists, who discuss the challenges of traditional strategy development, including volatility, uncertain business environments, and significant digital and AI disruption. The panelists,  Will Bachman, Founder of Umbrex, a global community of independent management consultants,  Alex M.H. Smith, breakthrough strategist and author of No B******t Strategy, and Rob McLean, investor, philanthropist and co-author of  two books on strategy, discuss the challenges of traditional approaches to business strategy.  The Problem of Business Strategy Rob emphasizes that, previously, strategies were deterministic and assumed certainty in business plans. However, increasingly, there is global uncertainty, and risk and probability should be included in a strategy. He mentions that there are assumptions about uncertainty that don’t hold true. He also highlights the fast change and that the cadence of strategy is changing, but despite this, many enterprises are locked into three and five-year plans.  Alex explains why he believes that many businesses lack understanding of effective strategy development and deployment. He emphasizes the importance of making precepts accessible, engaging, interesting, and usable for medium-sized businesses. He believes that traditional strategy is not b******t but has limited purchase as it doesn't address the needs of small and medium-sized businesses. Will shares his experience with 500 conversations per year with clients seeking consultants, and he shares the main trends in what clients want from consultants and states that it has not changed dramatically over the years, but he also stresses the need for alignment, clarity, and action. Alex identifies the importance of substance and the ability to convert to action. He mentions the difficulty of achieving engagement, encouraging action, and the underemphasis of style in communications. He suggests thinking about strategy as a motivational discipline. Alex suggests that focusing more on sexing up the strategy can make a significant difference in making progress. He suggests that if strategy is viewed as a motivational discipline, it is essential to motivate people to do it. He believes that making the strategy “sexier” will bring stronger results in engaging and motivating buy-in. Problem-solving, Strategic Intent and Strategic Development Robs talks problem-solving as a driver of strategic development. The identified problems are  viewed through different lenses to achieve a 360-understanding. He mentions the greater premium on new data, and on trials and experiments, and mentions strategy that includes peeling back layers of uncertainty, putting people in a position where they can make decisions and evolve the strategy. He uses an example from Amazon to illustrate this.  He also points out that strategic intent is often confused with strategy, as strategy is an integrated set of actions that build value and competitive advantage. Rob shares his experience with the concept of continuous development,  and how businesses have changed the timeline on strategic development and clarity on the future. Alex states that medium-sized businesses face a challenge in understanding strategy literature, as it is often constructed to be relevant to large, polar businesses like Amazon. This makes the strategy literature inaccessible for single-brand founders or CEOs, as it is often too broad. This gap in communication between the concerns of large companies and those running small businesses makes it difficult for the latter to effectively develop and communicate their strategies. Business Strategy in the Context of Technology and Culture The discussion revolves around the impact of AI on consulting and strategy building. Lisa mentions a top-rated technology podcast, wh