Boon Yew Chew

Designer. Strategist. Visual Thinker. I spend too much time thinking about complex things. When I'm not doing that, I'm thinking of what to eat next.

Contributing to things...

I'm in the process of finishing up some reflections from a FutureLearn course I took on service design... watch out for an update on that. And it's going to be published in conjunction with the Service Design Advent Calendar organised by Jason Mesut and Niclas Ljungberg — see the first post from Andy Polaine which has gone out just today!

Interestingly, I've also contributed to a few other things in the last few months which I can't quite announce yet but I'm really excited to see when it launches... touching on some topics like sketchnotes and Roam, which I wrote about recently. Watch this space.

All this seems to have cropped up quite suddenly towards the end of the year. Maybe it's a sign that the COVID season seems to be moving past a phase-of-sorts. It's refreshing and prompting me to unpick at my dusty list of side-project ideas waiting for attention. If not for my love for energy conservation...

My work from home setup

It's been 2 years since I started improving up my home office setup to aid productivity and ergonomics. Just before the lockdown happened, I had decided to work from home more often. I was working with colleagues who were based in the US or Europe, so being in the office wasn't really necessary. But when COVID hit, work from home wasn't optional anymore.

I started out with a not-too-large 120 x 60 cm IKEA table top and popped it on a height adjustable table frame, then added a decent monitor - the LG 27UL650, a felt table mat. And for awhile, I worked directly off my macbook and the attached external monitor, and after my wife started upgrading her setup to function more ergonomically, I started getting ideas.

I had a spare anglepoise arm lamp which I propped up onto a TEE bookshelf which I had lying around. That gave me enough working light in my otherwise dim north-facing British box room. I also installed a magnetic whiteboard, although I admit it's not got much use since I capture most of my things on software these days. For some reason, I still like having it next to me.

Then I decided to move to a separate mouse-and-keyboard setup, and added a Logitech K380 keyboard and a spare Apple Magic Mouse I had lying around.

Despite the anglepoise lamp next to me, I found myself really struggling with the lighting situation. I was really tired looking at screens the whole day, and I was looking for solutions. After awhile, I found the BENQ screenbar plus, which I'd never thought of before but after some research and consideration, took the plunge and now I can't live without it. It's made such a huge difference making my environment conducive for the work hours.

Later, I switched from a magic mouse to a trackpad, which was also a big ergonomic upgrade for me.

I also added a few small creature comforts over time. During the summmer months when it got quite warm and sweaty, I bought a little clamp USB fan which was good enough to cool me down or help the air move a little bit. Then I recently bought a cheapy desk clock and a magnetic alarm to help me not get too sucked into the screen and countless app and browser windows.

But I think I've crossed a line now — I've just bought a podcast USB microphone (the Fifine K390). I've yet to really use it for recordings and demos, which was the main reason I bought it. It feels like a luxury purchase, but I suppose remote calls are not going to go away anytime soon.

I went back to the office for the first time since lockdown

I've been comfortably working from home since lockdown started since I've never really needed to be in the office.
My colleagues are based in different parts of the world, commuting sucks up too much time, and I'm more productive at home.

Friday actually started out with as a plan to meet a friend up in the city at the closest major station to me, which wouldn't require me to go all the way to the centre. Then, Virgin Media alerted me of possible broadband disruptions. Then, my colleague Phyllis was going to bake muffins. And I just happened to need 2 simultaneous witnesses to help sign some documents so 3 of my London-based colleagues would fit the bill. So the office gods were putting the pressure that day and that's how I ended up in the office.

I had a lot of fun! I wasn't very productive, but it was really good seeing everyone... chatting over muffins, doing team lunch, running design huddles around a screen, jumping into a room with a big whiteboard... stuff you typically don't do at home. I did one zoom call, that was about it. And some slides. It was a good call for an important piece of work I'm leading. But it didn't need me in the office for that.

I could see myself doing the odd one-day-a-month thing. I'd probably want to maximise my office time for group-related stuff. I wouldn't do office for office sake. This is all the typical stuff you see everywhere, I'm just really late to the game.

I like the flexibility. I like the productivity. I also like meeting people. I like having options. It makes a lot of sense, and only nonsense if you've been trapped in a bubble the whole time and woken up from a time machine after years of cryogenic sleep.

This made me think a bit about climate change. The reason why we're having so much trouble with that is that we don't really feel climate change like you do COVID infections. And it's likely that many of us in privileged positions won't feel obligated or motivated to change for the climate at a visceral level. It simply doesn't affect us at that level.

It affects our conscience and morals, sure. But that's not the same as experiencing death from climate change which few of us suffer from. So, I wonder if the only way is start with what we do struggle with (moral, conscience) and gradually force ourselves to suffer by changing and letting go parts of our "old" lives..... getting rid of the car, replacing the boiler, paying more money to install solar panels, installing water and heating limiting devices, travelling less...

Maybe the problem is that we've been framing change as a motivation-oriented thing (e.g. obligation to do our bit). Maybe, somewhat counter-intuitively, we need to frame it as a phased mourning which doesn't kill us but lets us pragmatically accept that we have no way but to let go of the past, and one step at a time, adjust over to a different way of living.... and in that process, find ways of dealing with those negative emotions over time.

A forced mourning that lines up with the time cadence of the planet's change rate, which works to a different beat to our daily cycles. A forcing of lost hope so that we can let go of whatever things we've been clinging on to, hoping for an easy way to transition out.

I think we severely lack coping mechanisms. Everyone is hoping for a nice, smooth transition to a future, more sustainable life. All of us are scared to let go. I'm scared to let go.

Maybe this is what's missing - a space for dialogue about coping, mourning together, accepting that the loss is real even if we don't feel the climate effects, and somehow cobbling together a new life bit by bit... accepting that not everything has been worked out yet, but pressing on anyway.

Maybe we can start by finding ourselves... the mourners. The copers. The ones at neither ends of extremes.

Mindfulness via Duolingo and Action For Happiness calendars

I don’t do well with mindfulness apps. Actually, I don’t do very well with mindfulness exercises. I’ve learnt it, I’ve done it, I think it’s good, and I’ve benefit from them. I just can’t get into the habit of doing it.

So instead, I’ve replaced it with Duolingo. It’s not the same thing, mindfulness and learning a new language… but it helps me keep my mind off things and distracts me in a way that gives me nourishment.

I started using it heavily back when I was travelling to France and French-speaking Canada and I wanted to learn some basic French. Then I lost the habit, but the nice thing about having Duolingo is that you can pick up from where you left sort of.

It’s ironic that I find Headspace quite competitive and stressful (be mindful! now! breathe! 30 seconds! relax! now!) which is not what it’s supposed to be. I find thinking about Headspace more stressful than thinking about Duolingo.


However, there’s one app I absolutely love, which is great for mental health and requires very low intervention. It’s from Action For Happiness, who do monthly calendars and has an app that sends you daily advice from their calendars, but the app is also used for people to share encouragement and reflections with one another around each day’s advice. Every day I get the day’s piece of advice and each time I read it, I do feel better about life and so on.

No clicking. No breathing. No timers.

It’s simple, it works, and it’s free!

I like free things that work well. The world should have more of these things.

Like fresh air and sunshine.

Dad's night out

I just got back from the very first dad's night out: a pub meet of all the dads from our kids' class.

It's a first-time-for-everything moment — the first time you decide to have a child, the first time you witness your child being born from your wife's womb, the first time your kid goes to school, and the first time the dads from all the kids in the same class agree to meet in a pub (for me, anyway).

I met a lot of interesting people. A dad who works to address juvenile crime, a dad who deals with pensions programmes for UK universities, a dad who installs security systems but used to be a secondary school teacher...

All of us had in common our children who were all from the same class, and lived in the area.

I really wasn't sure what to expect from today's night out, but I certainly wasn't expecting for it to be this memorable and desirable.

Oh, and I had quite a few good beers.

Discovery muscle over means

Lisa, one of our talented UX researchers on our team, organised a "discovery methods" learning session today. It was really refreshing to have everyone come together and go through the various approaches we've used in the past. There's no one right way to run a discovery, so it's always valuable to have a broad set of tools, and most importantly, lots of experience trying different things out to see what works.

Sometimes coming back to old resources sheds new light on its meaning. One of the articles we put in our list was Will Myddleton's "Three Ways to Run Better Discoveries", which didn't really resonate with me the first time I read it. It made more sense this time round, especially when I consider how discovery would likely be done at GDS. In this sense, discovery is a set of activities that takes place as part of a sensemaking exercise to figure out what to do next.

But discovery to me feels less like a "phase" and more of a continuous, never ending endeavour. In fact, I like to think of it as an organisational muscle, which grows stronger over time as we become more capable in navigating and building successfully towards ambiguous futures.

Sometimes I like to call this a "muscle over means" thing... where it's less important how things are done to get to the right outcomes, and more important than the road is travelled together and done continuously and habitually.

The more often you do discovery, the more aware you become of the sensemaking process, the more natural it becomes, the less religious you need to be about tools and methods.

It's very much a people / context thing, and that there is never one right way to run discoveries. Or three. Or whatever. It really depends on your situation and where you are along the journey. That's precisely what designers need to get better at figuring out.

It's a muscle, not a means.


Today, I got hooked on Centaurworld, Netflix's new animated comedy series which appeared on my son's feed despite it being very oddly shaped next to Puffin Rock, Super Monsters, True & the Rainbow Kingdom and The Storybots (which I highly approve of).

The mash up of war horse, centaurs, quests, silliness and songs shouldn't work, but it does. For me, anyway. And I don't even like watching TV.

A hardened war horse transported away from battle finds herself in a land that's inhabited by silly, singing centaurs of all shapes and sizes.

I enjoyed reading this review from Kidscreen, which goes behind the scenes a bit with its creator, Megan Nicole Dong, who has infused various skills and talents acquired from her varied theatre / movie / animation backgrounds into the show.

Eastbourne, UK

We just spent a few days in Eastbourne for a short break. It's by the beach, close to the local cliffs, has good restaurants and is more laid back than Brighton.

There was an unfortunate situation with the hotel, where they re-assigned us to another hotel but in a smaller room so instead of staying together, our family of 3 had to split up into two separate rooms. Nonetheless, Eastbourne is still a worthy local trip.

It costs half compared to going abroad, and is less complicated than flying and PCR tests. There's enough to do for a 4 day stay.

Eastbourne pier
Eastbourne pier

Lighthouse at Beachy Head
Lighthouse at Beachy Head

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Beachy Head cliffs

Keralan fish curry
Keralan fish curry from Malayalam

Love birds at Drusillas Park
Love birds at Drusillas Park

Unwinding skills

I’m learning to apply the not-immediately-obvious skill of unwinding.

I’ve gotten really good at winding myself up for one reason or another, sometimes for very good reasons, but winding up needs to be unlearnt.

It’s better than calling it mindfulness or meditation, I think. Unlearning winding up gets to the heart of the problem… that I wind myself up in the first place!

It also helps to call my brain, body and feelings out as the 3rd person. It objectifies the things, and gives me a way of dealing with distracting signals inside me. So much unnecessary drama is better dealt with that way.

I also get to distract the things by taking deep breaths—it pushes them back and helps them settle down.

It’s effort, this unwinding thing… a lot more than living in autopilot. But it’s worth this than dealing with being wound up all the time.

The Dodos

I spent yesterday afternoon binge watching music videos from one my favourite bands: the Dodos, Meric Long and Logan Kroeber’s West Coast duo.

I somehow missed their amazing collaborations with Stargaze orchestra.

The orchestra brings gorgeous depth to “Transformer” from their 2013 album, Carrier. They performed two other tracks, “Relief” and “Death” and are a joy to watch.

For comparison, this is what the original video for Transformer looks and sounds like (the animated short is a bit dark):

The first time I came across The Dodos was from also from a music video—“Fools” from 2008’s Visiter—choreographed to Danny MacAskill’s run through Gran Canaria in the Canaries. I could watch this all day:

I got addicted to the band’s sound. When this happens, I go through phases where I listen to tracks or bands in loops, and this “Fools” was on heavy rotation for a few weeks, which then led to rotating albums for months, putting extra weight on Spotify’s recommendations.

One of my favourite music videos is this one.

Apparently it took Logan and Meric three months to train for this. There’s a part in their performance with Seattle’s KEXP where they share some comments behind the video’s creation with Cheryl Waters (at 12:52).

I love that KEXP makes such high production studio recordings of music available for free to watch… it just brings a level of intimacy and personality to the music you don’t get with album tracks.

It’s fun to stumble upon band stories through these studio videos. In this performance with Audiotree, Logan talked about the SW3 music video (below) coming about after asking a colleague if his daughter would perform martial arts for the video, which turned out exceedingly well.

I’m already looking forward to their new album, “Grizzly Peak”, coming out 12 Nov. They’ve already released a few tracks as Lyric videos on YouTube, like this reworked track from the EP “The Surface”.

When it comes to complexity, show works better than tell

The sketchnote collection article I posted yesterday seemed to attract a lot of kudos from friends and contacts far and wide, equally reminding them of good past memories we all cherished. It seemed like this post was long overdue, but it's nice to give it a new lease of life out on active channels.

It's been awhile since I've shared or posted anything related to Systems Thinking (on any channel, let alone this one).

Today, I came across a fantastic case study article from Philippe Vandenbroeck about his work with Koen Vandyck regarding their analysis of state funded orchestras in Belgium, informed by and constituted through a large causal loop diagram (CLD).

causal loop diagram of orchestra ecosystem

The author speaks practically about how to read the CLD map, which provides a starting point for casual, new readers.

How to read this map? The map consists of factors that are causally linked. An upstream factor drives downstream factors. All the factors included in the map have been conceptualised as ‘variables’. That means that they can go up or down, and by doing so will have an effect on the downstream variables. The blue arrows indicate that an increase of a tail variable (say, ‘ticket sale income’) will lead to an increase of the head variable (‘revenue’; vice versa in case of a decrease). The red arrows indicate that the relationship is the reverse, meaning that an increase of tail variable will lead to a decrease of the head variable and vice versa (an increase in ‘ticket price’ leads to a decrease in the ‘attractiveness of live concert experience’).

Then, he starts to unpack the main insights from his analysis, the various "gravities" of systems phenomena, narrating the various "shapes" of the system through his systems literacy — e.g. upstream and downstream forces — while explaining the broader story, one critical systems loop after another, in an attempt to help the reader relate systems phenomena back to the challenges and significance in reality.

The central variable is ‘artistic quality’. There is a broad consensus that this determines the viability and fundability of any artistic project. It reflects the level at which an individual artist, project or organisation excels in its genre, organisational form or function.

The system map underlines that as far as an orchestra is concerned artistic quality is not the only determinant of success. It is a crucial element, but cannot be seen separately from at least four other key factors:

  • the public’s interest in attending concerts,
  • the societal support for classical music,
  • the orchestra musicians’ job satisfaction, and
  • the quality of the artistic and business management.

As a whole, the system map is therefore built around five key factors — artistic quality supplemented by the four factors just mentioned.

CLDs are seldom self-evident - especially the larger ones. CLD maps are there to reveal, through its formal structure and syntax, the underlying patterns of causal loops in an abstract way—it's then left to people who have the tacit and deep knowledge of the real-world to translate that systems understanding to the real-world significance behind what these patterns mean.

CLDs are not like some other, more accessible frameworks like service blueprints and business model canvases, which contain in their formal syntax, elements that map directly to the assumed elements of the real world — i.e. users, front office, back office, activities, customer relationships, partners...

CLDs have NONE of those things — it is agnostic to real-world elements. Instead, it focuses on expressing the nature of causal feedback loops, and work alongside system feedback axioms (also known as system archetypes) which, almost like physics, map to patterns of behaviour over time.

systems archetypes from

These patterns act as heuristics for systems practitioners to understand how things might potentially unfold over time given certain causal assumptions and relationships between inter-related things happening in reality.

Despite the strategic value that causal loop diagrams offer practitioners, it remains somewhat of an underutilised tool in the strategy space. One one hand, it's one of the more accessible and common tools that systems practitioners use to do strategic systems work... but the rest of the world doesn't really pay much attention to it.

I suspect it has less traction compared to tools like, I'm probably making this up, complex user journeys, service ecosystem maps or blueprints, theory of change models,... perhaps even Wardley maps and the Cynefin framework? And it's probably because CLDs don't have that mapping to elements in the real world. It requires someone to be literate in basic systems syntax and language to read and understand a CLD.

This is why I wish there were more practical, applied case studies like this one using systems thinking approaches. More of this and not just talk about the value of systems thinking. Show, don't tell.

This way, more people can cross the proverbial bridge between systems and the real world, and realise that in the end that the world of systems and reality itself have never actually been disconnected from each other in the first place... only just in our conception and understanding of it.

Interestingly, the author lamented on the reluctance of orchestras themselves to engage in meaningful conversations after the report was released and socialised, despite very positive feedback from the project sponsors and subject matter experts.

Reactions to our study were mixed. Our government sponsor was very pleased and hailed the report as a landmark study. We also received kudos from insiders who know the sector well. However, the orchestras themselves campaigned vigorously against the insights from our report. They refused to enter into nuanced debate about it. For Koen and myself, both staunch supporters of the institution, this was a disappointment. The reaction seemed to betray a false sense of entitlement and union-led intransigence. As far as we are concerned, the gravest threat to a viable future for the symphony orchestra is not a changing world, but the strategic myopia of what risks to become a cultural dinosaur.

The designer in me made me think the "people-centered practice" part is where systems thinking efforts can sometimes fail despite well intentions, although I'm not suggesting that this was what happened to Philippe and Koen.

For things to change at a large scale, lots of different people need to be involved, and people within the system need to have appropriate ownership and involvement in the change process for that whole organic process to move forward in a meaningful way. The profound understanding and insights that systems practice only represents a small portion of the actual thing that needs to change—people. Lots and lots of people.

But this is what excites me about the work I get to do, drawing from the profound practices and progressive communities of practitioners out there trying to make long-lasting impact and contribution in the world. There's so much opportunity ahead of us to mix and blend our different tools and domains together, cross each other's bridges, and learn from each other's expertise. And work with each other to change ourselves, and the world, one step at a time.

My sketchnote collection from over the years

A short one today, because the long one is over on Medium.... yaah, I sort of cheated on the 100 day writing challenge.

Anyway, the article that I posted live on Medium showcases a collection of sketchnotes I've produced over the years since 2010.

If you're into that sort of thing, head over to the article here:

WFH existential blues

I'm contemplating making a trip back to the office, now that more of my colleagues are starting to work from there. But I really enjoy working from home and have to push myself in order to work from the office - there's a lot more prep I have to do: planning ahead for dinner, school runs, and such.

There's also a bunch of stuff I forgot to collect and clean up before the lockdown hit, and I'm unsure where they are in the office now. I dread the idea of returning to the office to look for them — stationery, notebooks, the monitor assigned to me... I suppose the locker I've signed up for still has my stuff in it.

I feel very much trapped in a "transitional" state, where COVID came and basically, stayed... sort of what it is right now.

It's like purgatory but with all the creature comforts. Or living out of a suitcase inside a really nice airport terminal. Part of me feels too comfortable working from home.

And I'm not sure if I should, like in the Matrix, proverbially swallow the red pill and fight my way into harsh reality... whatever that means.

I think no one really knows what reality is anymore, so people are just busy making up nice realities for themselves, and that might include making themselves feel very comfortable at home.

Should I be outside?credit: Yasmina H, via Unsplash (No, this is not what I look like)

"And you may find yourself living in a shotgun shack
And you may find yourself in another part of the world
And you may find yourself behind the wheel of a large automobile
And you may find yourself in a beautiful house, with a beautiful wife
And you may ask yourself,
"Well, how did I get here?"

— Talking Heads

A proper weekend

It's Monday and I've already lapsed 2 days on my 100 day writing challenge.


Anyway, it was a good, busy weekend — I went up to Tower Bridge for the first time, and got to look down the glass floor to see the bridge open up from above.

It was surprisingly uncrowded for a public attraction, and we had our lunch there with views overlooking East towards Canary Wharf.

Eastward view from Tower Bridge

View of the West Tower

Then on Sunday, I cooked curry fish head for my uncles and aunts from my mum's side of the family and that was pretty much Sunday done.

It was my first time gutting and cleaning the head of a hake. Which was a bit like preparing and cooking lobster for the first time.

There's a first time for everything. Who knows what I'll cook next that'll be a first.

Hake head

Fish head curry

Getting comfortable about work that drags on forever

This has been a busy, tiring week. My diary doesn't look crazy, there are no big deadlines... but I've been labouring over a competitor review document in the last few weeks, which sounds like such a silly thing to labour over.

The last minute rush to set up the Miro boards for this month's internal guild discussion session added more intensity to my Thursday. And I was ambitious when I signed up for one too many sessions on mental health, which were running as part of an internal initiative. I'll have to go back through the recordings once I have a bit of breathing space... some of them are really good.

I have been reluctant to produce standard UX documents for non-UX stakeholders. After years of producing so many of them, they end up being such a waste of time because they lack the rigour, substantiation, care and preparation they deserve to elevate insights to a point it makes any difference. You get out what you put in and all that.

Now a few weeks since starting on the deck, I wasn't expecting to spend as much effort and time as I have just to produce the documented insights. I feel I should know this by now, but my ballpark figures never seems to match what actually happens.

I might as well go back to my old software development heuristic of doubling or tripling initial estimates — a shorthand I used whenever I was asked to say when a piece of software would be done. It worked surprisingly well for many years.

This just goes to show "years of experience" feels like an inappropriate justification for anything, really. 10 years of experience - wireframes, JSON, agile, Microsoft Word, competitor reviews.

I think my gripes come from the discomfort that the work I do seems to drag on forever. And it's sort of the nature of the beast.... quite a bit of it is messy, thinking work.

I might as well get over it and get comfortable embracing the "dragginess" of strategic work.

Content Strateg...ic?

I run a monthly-ish internal discussion forum for strategic UX topics at my workplace, building on things I've learnt from running IxDA London and other communities.

Today, we covered the topic of copy and content, which came about when my colleague Olga, a technical writer, pinged me on Slack about something she thought might be a good fit for one of our monthly discussions. The initial thing wasn't copy or content-related but to cut the long-story short, we decided to host a discussion around the strategic value of copy and content.

The title is a bit of a funny one. The core of the conversation was actually about content operations, rather than strategy. The words "strategic" or "strategy" sometimes acts as a trojan horse that gets people excited, for right reasons, I think... but in this discussion, we actually didn't really discuss much about strategy.

I think it's easy to get confused over something that's "strategic" vs. actual "strategy".

To make myself clear, what I mean by "strategy" is really about what is the "thing" that enables us to gain an advantage over... well, something else... for some meaningful purpose / goal / direction / outcome / etc.

Strategic ≠ strategy

The word "strategic", well, could mean anything, really. It's more about the intention and effort of doing something in a way that improves our chances for desired outcomes, rather than the approach itself. Being strategic doesn't necessarily have anything to do with strategy.

I could've just called the session, "content strategy"... or "operationalising copy and content at scale", which would've been more accurate to what was being discussed, and those titles would also sound "strategic"... but somehow using the word "strategic" in the title makes it sound more tight and punchy.

Also — on one hand, it's not like people wake up one day and decide "I'm not strategic" (ok, ok... maybe they do). But then, to say you are strategic sounds like it requires a bit more thought and intent to make it work. So, it helps to use the word to, I don't know, drive that intention home.

So, I suppose one elephant-in-the-room question might be... can a piece of work within an org / product / team / etc. be "strategic" and yet also be completely disconnected from an organisation's / product's / team's / etc.'s strategy?

I think so.

The way I'm thinking of it is that the word "strategic" is a synonym for "better operationalisation" or "better ways to get things done".

I've just Google'd this:


  1. relating to the identification of long-term or overall aims and interests and the means of achieving them.
  2. relating to the gaining of overall or long-term military advantage.



  1. a plan of action designed to achieve a long-term or overall aim.
  2. the art of planning and directing overall military operations and movements in a war or battle.

(source: Oxford Languages)

So, "strategic" is actually more of a verb-like thing rather than a noun-like thing. A "doing" rather than a "what". Activity vs. Approach.... i.e.

  • "the identification..."
  • "the gaining..."

Which sort of makes sense.

And the word, "strategic", is not the same as "strategy", which is more about approach, plans or means — from which people can use to make decisions with towards a more desirable direction.

Activity instead of Approach.

Is it pointless to be strategic if you already have a strategy?

To play devil's advocate (sorry for the overused phrase), if you can indeed be doing things strategically despite that not being related to a / the strategy at all, isn't that like a stupid thing to do?


But maybe the focus here isn't so much about whether being strategic has to link up to strategy or not... but whether being strategic has advantages to... well, not being strategic. Whatever that means.

And "not strategic" can only be known, I think, when you have a way of determining:

  • intent / purpose
  • ability or a way of saying how one can or cannot do something
  • some kind of "bullshit" test or meter — i.e. a way of knowing if it's going to work or not

Which is a kind of similar in structure to what a strategy needs to contain:

  • intent / purpose
  • an approach or way to succeed
  • some way of knowing if it's worth it and confidence that it's going to succeed

(not too far off from Rumelt's definition of a good strategy)

The difference is that strategy can sort of stand alone on its own, but being "strategic" needs people and the work playing out in actuality.

Muscle > Means

I prefer to think of being strategic as sometimes more valuable than an actual, working strategy. This is because strategies can change, for all sorts of reasons, and they should change if it's clear those strategies are not going to work. The way you would know if it needs to change is actually a people and intent thing — i.e. being strategic in the way you go about things... even if being strategic may not necessary be linked to a / the strategy at all.

So, I said the thing earlier about Activity instead of Approach, but I actually like to think of it in terms of "Muscle" versus "Means". Often times, what you really want is a strategic muscle... especially in today's environment where things are complex and constantly changing. You'll acknowledge that the "means" of strategy will have to bend and flex and adapt with conditions.

So, anyway — this is me trying to rationalise why I didn't call the session "Content Strategy".