Felipe Bovolon
@bovolox
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Strategist | Consultant | Director at @PwC @strategyand @PwCBrasil
São Paulo, Brasil
Joined March 2018
1. The dumb way: “reality is self-evident,” assume reality is ergodic, get ruined by non-ergodicity (what most people do when following regular economic advice, EUT, NPVs, IRRs, Black-Scholes…) 2. The smart way: “reality is reality,” understand it genuinely, play
This is exactly right. In orthodox economics what's rational is different for everyone. This risks losing our shared concept of reality. A societal splintering into personal `truths' -- minimal echo chambers. Ergodicity economics provides the alternative.
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Ultimately the only legitimate philosophical methodology is whichever one is implicit in the work I do.
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People with good ideas really need to learn how to write well. If they don’t, their good ideas will be defeated by well-written bad ideas.
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I just published Why Organizations Get Trapped in Perpetual Crisis (And Who Profits) - link in the comments
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I’ve been pondering this “strawman of McKinsey/BCG” in light of what @RogerLMartin says about Pepsi & Cheeseburgers… Having worked with / been part of all MBBs, I’ve met some great strategists and some terrible ones, too And that’s the issue - whatever strawman or stereotype
@bovolox @RogerLMartin Thx. I'm always amazed at the number of peopke who pretend to re-invent strategy (especially when it's against a strawman of how they think McKinsey/BCG work...)
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I have just posted my latest Playing to Win/Practitioner Insights piece, this one on how I do #strategy
https://t.co/pDeq9fPQVQ Enjoy!
rogermartin.medium.com
Getting Started Right
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Inspired by @RogerLMartin’s SCSP, I just published ‘On the Plague Known as Strategic Choice Structuring Process’! Check it out!
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Major life cheat code: Stop assuming who the "experts" are. Some of the best lessons come from people you least expect. An intern who questions your system, a junior hire who’s a little too honest, a stranger with no agenda. Insight is everywhere, if you’re open to hearing it.
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2) Remember that your manager is a lot less focused on your career than you are. I meant no harm to my team member, but I was busy with the project and I was not a mature leader. His promotion was not top of mind for me because I thought my job was to ship software, not to grow
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I just published my newest LinkedIn article - a homage to @RogerLMartin, what if he was Gunnery Sergeant Hartman screaming at consulting recruits? 😂 https://t.co/zxFlpJIbrk
linkedin.com
LISTEN UP, you overpaid PowerPoint maggots! You think you know strategy because you can make a pretty slide deck with market sizing and competitive benchmarking? You think strategy is that 200-page...
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Let's discuss an often-overlooked strategy topic - corporate power dynamics. It's a delicate subject, but its significance in determining the success or failure of business strategies cannot be overstated. A good strategist is more than just a designer of good strategies. A
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The optimizing/satisficing distinction is a very important concept, particularly when connected with quality×safety in weak-link/strong-link problems Weak-link problems are those in which the worst-case-scenario is really bad and you want to avoid at all costs. Like food safety.
Are you an optimizer or a satisficer? Optimizers focus on reaching an ideal outcome. Satisficers make quick decisions for adequate solutions. Spent this week with satificer friends and inspired by their ability to roll with decisions without looking back. Very powerful and
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OK folks, allow me to further expand my previous thoughts on the subject. I have received many comments that I'd like to address, so this is going to be a fairly long read... Apologies... Most *transformation* failures are framed as *delivery* failures, but they are actually
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