Learn to Think in Color

What’s the Danger (or Advantage) in Using Someone Else’s Roadmap? Borrowed direction can save time—or quietly take you somewhere you never meant to go. Using  someone else’s roadmap  can feel smart, efficient, and reassuring. Why start from scratch when another person, team, or company has already cleared a path? But a borrowed roadmap is never neutral: it carries someone else’s assumptions, tradeoffs, goals, and definition of success. The real question is not whether another roadmap is useful, but whether it leads toward a future that actually fits you. Why borrowed roadmaps are so appealing There is real comfort in a ready-made path. Someone else has already tested the terrain, hit obstacles, and found a sequence that seems to work. In a world full of uncertainty, another person’s roadmap can feel like a flashlight in the dark. That is the first advantage: speed. A borrowed roadmap can save time, reduce confusion, and help you avoid beginner mistakes. Instead of staring at a...

What makes a strategy worth pursuing? The best strategies do not just sound smart. They survive contact with reality. Framing the question: Knowing whether a strategy is worth pursuing is really about separating motion from meaningful progress. A good strategy creates leverage: it helps you focus resources, make tradeoffs, and move toward a result that matters. This question matters because teams often mistake ambition for direction, or activity for traction. The clearest way to evaluate a strategy is to ask whether it solves an important problem, fits the current moment, and gives you a realistic path to measurable advantage. The Real Test of a Worthwhile Strategy A strategy is worth pursuing when it does three things at once: it points at a meaningful outcome, fits the conditions on the ground, and gives you a believable way to win. That sounds obvious, but in practice, people often back strategies for the wrong reasons. They pursue them because they are exciting, politically popular...

What’s the Advantage of Defining Your Enemy? How naming what opposes you turns resistance into strategy Big Picture Snapshot Defining your enemy isn’t about violence or villainizing people—it’s about clarity. When you clearly define your enemy, you stop fighting everything and start focusing on the  right  things: the patterns, constraints, and behaviors that actually block progress. Instead of a vague sense that “things are hard,” you can say, “ this  specific force is what we’re up against—and here’s how we’ll respond.” In this post, we’ll explore how  defining your enemy  can sharpen focus, increase motivation, and improve your strategy, while avoiding the trap of turning real human beings into caricatures. Why Talk About an “Enemy” at All? The word “enemy” is heavy, and in real life, treating people as enemies can be dangerous and dehumanizing. Here, we’re using “enemy” in a more constructive sense: The problem that keeps showing up The pattern that undermin...

What Can Businesses Learn from Genghis Khan? H ow a 13th-century warlord accidentally wrote a modern playbook for strategy and teams. Big-picture framing What can  businesses learn from Genghis Khan  without glorifying conquest or brutality? Quite a lot. Strip away the violence, and you’re left with a leader who united feuding tribes, scaled the Mongol Empire across continents, and built systems that outlived him. In this post, we zoom in on the  organizational  side: meritocracy, simple rules, fast decisions, and fierce loyalty. Under the surface, these are really questions about how you choose people, design structures, and adapt under pressure. If you’re building a company, this isn’t just a history lesson—it’s a mirror. Learning from a conqueror (without copying the conquest) First, the obvious caveat: Genghis Khan operated in a brutally violent world, responsible for mass death and destruction. That’s not the role model. What  is  useful is the way he ...