Business Strategy

The latest reporting from the Financial Times highlights a point that energy analysts have been making for years: geopolitical shocks consistently strengthen the case for renewables, electrification and storage. Microsoft’s global vice-president for energy notes that oil and gas price spikes linked to the Middle East conflict reinforce the value of wind, solar and batteries in providing price stability. Once installed, renewables offer predictable cost profiles and reduce exposure to volatile global fuel markets. We saw this dynamic after Russia’s invasion of Ukraine. Europe accelerated solar deployment, heat pump uptake increased in several countries, and governments revisited questions of energy security through the lens of diversification and electrification. The underlying issue remains unchanged. Fossil fuels must continuously flow through complex global supply chains. When those flows are disrupted, prices spike and economies are exposed. Renewables, by contrast, are capital intensive upfront but deliver long term domestic supply and insulation from commodity shocks. There are short term risks. Inflation, higher interest rates and supply chain constraints can slow clean energy investment. Some governments may also respond by doubling down on gas infrastructure. The policy challenge is to avoid locking in further structural vulnerability. Energy security and climate policy are not competing objectives. In a world of recurrent geopolitical instability, they are increasingly aligned.

This is the most underrated way to use Claude: (and it has nothing to do with writing or coding) It's competitive intelligence. Using data that's free, public, and updated every single week. Here's my extract step by step guide: Step 1. Go to claude .ai. Step 2. Select the new Claude "Opus 4.6." Step 3. Turn on "Extended Thinking." Step 4. Pick a competitor. Go to their careers page. Step 5. Copy every open job listing into one doc. (Title. Team name. Location. Full description) Step 6. Save it as one .txt or .docx file. Step 7. Search the company at EDGAR (sec .gov) Step 8. Download its recent 10-K or 10-Q filing. (Official strategy, risks, and financials - all public.) Step 9. Upload both files to Claude Opus 4.6. Step 10. Paste this exact prompt: "You are a competitive intelligence analyst at a rival company. I've uploaded [Company]'s complete current job listings and their most recent SEC filing. Perform a strategic intelligence analysis: → Cluster these roles by what they suggest is being built. Don't use the team names they've listed. Infer the actual product initiatives from the skills, tools, and responsibilities described. → Identify capabilities or teams that appear entirely new — not mentioned anywhere in the SEC filing. These are unreleased bets. → Find roles where seniority is disproportionately high for a new team. This signals executive-level priority. → Cross-reference the SEC filing's Risk Factors and Strategy sections with hiring patterns. Where are they investing against a stated risk? Where did they flag a risk but have zero hiring to address it? → Predict 3 product launches or strategic moves this company will make in the next 6-12 months. State your confidence level and cite specific job titles and filing sections as evidence. Format this as a 1-page competitive intelligence briefing for a CMO." What you'll find: → Products that don't exist yet but will in 6 months. → Priorities that contradict what the CEO said. → Risks they told the SEC but aren't addressing. This is what consulting firms charge $200K for. It took me 10 minutes. I used the new Claude 'Opus 4.6' for a reason: ✦ It read 60 job listing & a 200-page filing together.  ✦ And connects dots across both. ✦ It is superior in thinking and context retrieval. That's why I didn't use ChatGPT for this.

IndiGo (InterGlobe Aviation Ltd) CRISIS WASN’T IN THE SKIES. IT WAS IN THE LEADERSHIP CABIN. Three things stood out. One: Employees were left alone to face furious customers. No leader should ever let that happen. If you don’t stand by your people in a storm, don’t expect them to stand by your customers in the sun. Customer experience collapses the moment employees feel abandoned. Two: In any crisis, honesty is the only strategy that works. This time, the communication wasn’t transparent. When leaders hide the full picture, years of goodwill can disappear overnight. A crisis can earn trust, but only if you tell the truth. Three: The belief that “we are too big to be ignored” has ended more companies than competition ever has. Customers always have a choice. And if they don’t, they will create one. We shouldn’t watch the Indigo crisis like spectators. This is a reminder for every leader to build their own crisis blueprint. Because crises will come, when they do, your response becomes your reputation. There is more to business than profits. There are people, trust, and how you show up when it matters most.

Australia has quietly built the most cost-effective rooftop solar industry in the developed world – and it shows. Australia consistently has the highest per capita adoption rate globally, with over one third of all households now having rooftop solar, totalling more than four million installations. In South Australia more than half of all homes have rooftop solar. And it's easy to see why: ✅ Abundant sunshine ✅ Large detached homes with plenty of roof space ✅ Relatively high retail rates In many cases these give a payback time of just 4–5 years. On top of that, many Australians like the idea of being more independent from their energy retailer. But none of this explains why Australia installs rooftop solar for a fraction of the cost seen in other advanced economies. What really makes Australia unique is the system behind it: ➡️ A highly competitive installer market ➡️ Fast, simple permitting and interconnection ➡️ Very low customer-acquisition and overhead costs Installations are often completed within a week of quoting, with the work itself usually done in a day or two. The panels are the same everywhere. The difference is the process. In the United States, the panels aren’t the problem — the process is. Permitting can take weeks or months, sales and marketing costs are high, state-level rules add complexity, and tariffs and paperwork drive up costs. The result: a typical system can cost five to seven times more. Permit Power estimates that if US rooftop solar prices matched countries like Australia or Germany, nearly 20 million more households would install it — saving around US$31,000 over a system’s lifespan. Australia now has so much solar that the government is exploring giving everyone three hours of free electricity a day to help soak up the excess. Clean energy gets cheaper when the system gets smarter — and Australia is showing what’s possible. #energy #renewables #energytransition

The European Parliament has officially passed Extended Producer Responsibility (EPR) legislation that fundamentally shifts the responsibility for textile waste management to fashion brands and retailers – with far-reaching global implications. This new law requires all producers, including e-commerce platforms, to cover the full cost of collecting, sorting, and recycling textiles, regardless of whether they are based within or outside the EU. The financial burden of Europe's textile waste now falls squarely on the brands that create it. What are the critical business implications? UNIVERSAL SCOPE: The legislation applies to all producers selling in the EU market, including those of clothing, accessories, footwear, home textiles, and curtains. No company is exempt based on location. FAST FASHION PENALTY: Member states must specifically address ultra-fast and fast fashion practices when determining EPR financial contributions, creating cost penalties for unsustainable business models. GLOBAL SUPPLY CHAIN DISRUPTION: As the world's largest textile importer, the EU's new rules will ripple across global supply chains, particularly impacting exporters from Bangladesh, Vietnam, China, and India who supply much of Europe's fast fashion. TIMELINE PRESSURE: Officially adopted September 2025, this creates immediate operational and financial planning requirements. COMPETITIVE RESHAPING: Brands and retailers will inevitably pass increased costs down their supply chains, fundamentally altering supplier relationships and pricing structures globally. What are the implications for various stakeholders? For CEOs and board members: This represents more than regulatory compliance – it's a complete business model transformation. Companies must now integrate end-of-life costs into product pricing, rethink supplier partnerships, and accelerate circular design strategies. For sustainability and decarbonisation executives: This creates unprecedented opportunities for circular economy solutions, sustainable material innovation, and traceability system development across global supply chains. Link: https://lnkd.in/dTyHtHuD #sustainablefashion #circulareconomy #textilwaste #epr #fashionindustry #sustainability #supplychainmanagement #fastfashion #environmentalregulation #businessstrategy #decarbonisation #textilerecycling #fashionceos #boardgovernance #climateaction #wastemanagement #producerresponsibility #fashionsustainability #textileindustry #greenbusiness

🗞️ A must-have for anyone teaching Russian disinformation tactics. A comprehensive yet highly pedagogical and illustrated catalogue of tactics with concrete examples. 👏🏼Well done @center for countering disinformation with the support of The European Union Advisory Mission Ukraine (#EUAM Ukraine) 🇪🇺 1️⃣ The first part is dedicated to the Mechanisms of destructive information influence: • Bots 🤖 • Fake accounts 🤳🏻 • Anonymous authority 👁️ • Appeal to authority 🔨 • Deepfakes 👾 • Potemkin villages 🤡 • Duplicating websites or accounts 👨🏻💻 • Framing 🖼️ • Information overload 🌧️ • Agenda-setting 📆 • Demonisation • Polarisation 🤯 • Confirmation bias 🧠 • Primacy effect 🪢 • Deceptive sources 🎭 • Information alibi 🥸 2️⃣ The second part offers an overview of the Tactics of destructive information influence. Particularly useful to identifies the perverse rhetorical tricks at play and counter them with the right arguments: • Clickbaiting • Rating • Information sandwich • Lost in translation • Presence effects • Contextomy • Gish gallop • Whataboutism • Conspiracy theories • Talking away • Mundanisation • Doublespeak • Sleeper effect • “Check it if you can” • False analogy • Trolling • False dilemma • Using jokes or memes • Stereotyping 3️⃣ The last part describes the various soft power tools weaponized to leverage influence : Soft power tools: Russia’s influence through… • films 🎦 • e-sports 🎮 • literature 📕 • music 🎶 • sports ⚽️ • churches ⛪️ • cultural centre networks 🤝🏻 • educational programmes and grants 🎓 • historical revisionism 🖊️ • loyal political structures🏰 👐🏻Many thanks to the authors for a reference document which deserves to be widely shared As someone who srudied humanities, I always longed for the ancient “class of rhetorics” which was, until the late 19th century, the penultimate year of secondary education in France before philosophy: students learned the full art of persuasion—finding ideas, structuring them, refining style, memorizing, and delivering speeches—through constant practice and study of classical models. The purpose was to train them in the art of eloquence—to speak and write clearly, elegantly, and persuasively. And to prepare future orators -lawyers, priests, politicians- as well as any educated citizen. Were this classical knowledge more widely shared today, we might be better equipped to resist the tactics outlined in part 2️⃣ as we would more spontaneously recognize the persuasion strategies used against us -even if they come in alluring video forms these days! - and be able to counter them with the tools of logic and structured argument.

The disconnect between sales managers and reps in 2025 is wild. Manager: "Just pick up the phone!" Rep: *sends 47 emails, 12 texts, 3 LinkedIn messages, and a carrier pigeon* Sound familiar? 😅 After 20+ years in sales, I've watched this communication gap grow wider every year. But here's what both sides are missing: It's not about choosing ONE channel. It's about understanding WHICH channel works WHEN. The most successful reps I've seen? They've cracked the code: **First 24 hours:** • Email → Sets professional tone • LinkedIn → Shows you've done homework • Text → Only if they've given permission **Days 2-5:** • Phone call → NOW it's time (they know who you are) • Voice note → Personal touch that stands out • Video message → Shows real effort **The truth?** Your manager's right - calls DO convert better. You're also right - cold calling blind is dead. The magic happens when you warm them up FIRST. Think of it like dating: You wouldn't propose on the first date. So why are we calling strangers without context? **My top 3 strategies that actually work:** 1. The "Permission Play" End every email with: "Would a quick call tomorrow at 2pm work to discuss?" (They expect it now = higher answer rate) 2. The "Multi-Touch Warm-Up" Email → LinkedIn view → Call within 48 hours (They recognize your name = 3x more likely to answer) 3. The "Context Creator" Reference their LinkedIn post before calling "Saw your post about X, had a thought..." (You're not a stranger = conversation not pitch) Here's the brutal truth: Managers: Your reps aren't lazy. They're adapting to how buyers ACTUALLY buy in 2025. Reps: Your manager isn't wrong. The phone still closes more deals than any other channel. Bridge the gap. Use both. Win more. What's your take - Team Phone or Team Omnichannel? P.S I'm running a FREE 6-week LinkedIn Social Selling Bootcamp starting Monday 15th Sept, grab a free spot here https://lnkd.in/eVmxsMbM

I often come across resumes and LinkedIn headlines that use the word “seasoned”, such as: “Seasoned executive with over 20 years of experience in the manufacturing space.” On the surface, it might sound strong. In reality, it raises several concerns. First, this statement is not a clear differentiator. Experience alone does not make someone unique. What matters most is how that experience has been applied, what has been learned, and the results achieved. Next, the term seasoned is vague. It does not communicate specific skills, achievements, or expertise. It has also become an overused cliché in resumes, which makes it less impactful. Finally, trust me when I say that employers and recruiters are not searching for the word seasoned when evaluating candidates. They are scanning for evidence of capability, examples of impact, and quantifiable results. Instead of describing yourself as seasoned, show the details that prove your value. For example: Rather than “seasoned operations director,” consider: “Director of operations who drives operational excellence across global manufacturing organizations, overseeing multi-site production valued at $500M+. Generated over $75M in efficiency gains." That paints a far stronger picture of what you bring to the table. Lastly, there is a risk that the word seasoned can invite age bias. Whether intentional or not, highlighting age or lengthy years of experience can trigger assumptions. Eliminating terms that are vague or loaded can help reduce this risk. In your career materials, focus on what sets you apart. Share the skills, insights, and measurable outcomes that showcase why you are the right fit. Food can be seasoned. Careers should be defined by value.

"Is $20/month too much for our product?" Instead of guessing, we used the Van Westendorp method to find our pricing sweet spot. 4 questions revealed exactly what users would pay (and we haven't touched our pricing since). Here's the framework any founder can steal: 1. Send a survey to actual users, not prospects We surveyed people already using Gamma. They understood the real value of our product, not hypothetical value. Too many founders survey their waitlist or randomly select people who have never used their product. That's like asking someone who's never driven about car prices. 2. Ask these 4 specific questions - At what price would this be too expensive for you to consider it? - At what price is it expensive but still delivering value? - At what price does it feel like a bargain? - At what price is it so cheap you'd question if it's reliable? These create bookends for perceived value. You're mapping the entire spectrum of price psychology, not just asking "what would you pay?" 3. Plot the responses and find where the lines intersect Graph responses from lots of users. Where "too expensive" and "too cheap" lines cross: that's your acceptable range. Where "expensive but fair" meets "bargain": this is your optimal price point. 4. Test within the range, don't just pick the middle The intersection gives you a range, not a number. We ran pricing experiments within that range to see actual conversion rates. A survey shows willingness to pay; testing reveals actual behavior. 5. Lean towards generous (especially for product-led growth) We chose to be more generous with AI usage than our "optimal" price suggested. Word-of-mouth growth matters more than maximizing initial revenue. Not everything shows up in the numbers. 6. Lock it in and stop tinkering Once you find the sweet spot through data, stick with it. We haven't changed pricing in 2 years. Every month debating pricing is a month not improving product. Remember: pricing is a signal, not just a number (Image: First Principles)

A promising Indian health-tech startup I invested in just shut down. Hard lessons inside… I invested in Onco back in 2020. It was basically an aggregator for cancer hospitals. Patients could visit their website or app, see all the hospitals and treatment options, get online consultations with doctors, and then choose where they wanted to get treated. They raised over $7 million from top investors like Accel, Chiratae, and others. They also built a strong brand. At their peak, they had 25,000+ visitors and over 1000 unique leads (cancer patients) every month - all organic, across their website, app, and social channels. We really thought hospitals would see the value in owning or partnering with a brand like this. But it didn’t work out that way. I’m sharing some lessons I learned watching this journey. Might be useful for founders (and investors) trying to crack India’s healthcare market: 1. Hospitals in India hold all the power. If you’re trying to aggregate them, you’re basically at their mercy. They will delay payments, ignore contracts, and squeeze every bit of margin out of you. They don’t really need you. Your margins get eaten alive by collections and compliance costs. 2. Digital only healthcare sounds great in pitch decks, but it doesn’t work here yet. People don’t pay enough for online-only services. Digital is great for leads, but it can’t be your whole business. Unit economics just don’t work with digital-only solutions because of low ARPU. 3. Offline is necessary. And brutally capital-intensive. Healthcare in India is still very much offline. Patients want to see a real centre and talk to doctors in person. Building those offline centres isn’t cheap. Each one takes at least 12–24 months to break even. You need serious money upfront. If you can’t fund that, you’re stuck. So, if you are building an aggregator only business in Indian healthcare, think twice. If you don’t have strong answers for these challenges, you’re just setting yourself up to be a middleman with no leverage, no margins, and no way out. That’s business suicide. #HarshRealities