The fate of any business is intrinsically related to how it responds to the demands and pressures of internal and external forces. Internal constraints encompass various factors, including but not limited to people, culture, strategies, execution, sales, and the ability to maintain a healthy list of returning customers. Among the most crucial external forces impacting a business' fate are macroeconomic trends, which determine the contexts in which a business is born, nurtured, and thrives.

In the above cited quote, Peter Drucker, the renowned management consultant, emphasizes that a strong culture surpasses even the best strategy. This sentiment echoes the notion that culture, particularly robust ones, serve as the precursors to various strategies. Along similar lines of thinking, I firmly believe that culture forms the cornerstone of any business.

Leaders who study the history of computing and communication technologies understand that staying ahead of the next evolutionary curve confers a significant competitive advantage. These technologies serve as tools whose mastery by competent individuals can position any organization for long-term success. The evolution of technology is a constant force that disrupts both people and organizations, representing the natural order of progress.

A cursory search on Amazon.com reveals over 3000 books on strategy. Why the abundance of literature, articles, and persisting issues surrounding this topic? What, exactly, is strategy? In this discourse, I will share my insights on the matter.

Everyone engages in conscious or subconscious thought, an activity that is hardwired in humans’ being. However, arriving at a precise and concise definition of thinking is no simple task. Thinking is a complex phenomenon that remains the subject of ongoing debate among psychologists, sociologists, and anthropologists. Various complex theories describe its nature, encompassing consciousness, cognition, and memory, each of which constitutes critical components of the thinking process.