How do we make this as well as possible? How do we configure? What capabilities are gonna we need? What are we gonna prioritize? Because that's gonna determine our partnership strategy, what we're gonna build ourselves, what we're gonna buy in services, what's our financial model in order to make all this worthwhile, And then how do we configure teams and etcetera. All of that follows after you figured out what the market actually needs or wants. That's the strategy process. That's how you clean up strategy and no longer do it sloppily. And the rest of it is all like, yeah. Then look at the trends, but the trends go there and there. There's two places where you consider trends. And you reweight them based on how important they are. Climate change better be a 10 out of 10, in whatever trend analysis you do. And if you have if it's not, then you begrudgingly, but you know, because you can't ignore it. You do the same thing for stakeholder analysis. So, everything that we've talked about in terms of stakeholder engagement over the last two years, this is where it hits strategy. And this is the complete list of stakeholder categories. They're not all gonna apply to everything you do, But the ones that you do, spend a few minutes and think, okay. Who's a potential friend and who's a potential foe? Because the friends become your partnership strategy, and the foes become your messaging or sort of messaging recovery risk mitigation strategy. Because you can tell immediately like, oh, they're gonna knock us on this. They're gonna say So we need to be prepared before we even go to market for that to happen. Right? Again, I guarantee that most business people have never even looked at the complete set or even bother doing a partnership strategy at the beginning, and certainly not a faux strategy. This is what it looks really messy like most of the design that we do. Like, it can look like this. By the way, it's not always a good idea when you're doing this sort of stakeholder analysis. All five kinds of value, Not bad to add data. Communication, meaning human communication, and trust into this too. Where is data moving? Where is trust built and not? Because those will help you identify new kinds of opportunities. So back to the SWOT, those SWOTs happen automatically, but they're two of them. One for the market sequence, one for the operational sequence. We've no longer commingled them. And they get automatically done in this process. Has anyone ever heard of, Porter's Five Forces? Anyone care to remember? Yeah. Well, it's not necessary. This is where Porter's five forces are. And basically, what Porter said was, there are five big forces that every company has to keep in in view. They have to prepare for, they have to keep their eye on. But when you look, and I'm not gonna run through them all, you can look them up. But when you look at the board now, not five forces. There's like 45 forces. All of it, any of it could kill you if you don't have your eyes on it. Right? It's the child labor NGOs that like came after Nike in the nineties for their, you know, their subcontractors' labor conditions. Nobody at Nike was even looking at it. It wasn't that the hated children or hated, people in other countries. They just weren't aware of it because nobody was looking at the whole board. Right? And so they weren't prepared when the n n NGOs finally came after them. Right? If you look to take five or ten minutes on each one of these sometime or at regular intervals, you'll identify these things before they happen, and then you can be prepared. For them. There's a bunch of questions that this helps you identify or answer. But these are the questions that you can use when you're talking to a client, or you're looking at a new job, or I just had a meeting, last Saturday with a bunch of investors that are trying to do investment better. And these are the questions I said. This is what you need to ask your start ups. You fund these before you fund them. And if they can't answer them, you either need to walk away or help them answer them because they're not gonna do a good job with that. And there's, like, three three pages of this. So it's not simple stuff, but it's important stuff. And all of you, I guarantee, have the ability to ask these questions, to do some of the research yourself, to ascertain the answers, and that makes you a better strategist than like 95% or 98% of all the strategists in the world that even have an MBA. I won't have time to do this, but I built a tool for you. You can go to that URL, and, it'll help you walk through these processes. It's in beta. There's some bugginess, whatever. But here's a tool that I made that you shouldn't have to reinvent yourself. And there's a bunch of other tools. So don't please don't take a photo of this because this is this is consulting work that I've done for a client. And they took their name off, but it probably shouldn't show up. But this is called a wavelength and it differs from a customer journey map because what it's tracking is what's going on in customers' heads. On the qualitative level. It's not tracking touch points. The touch points sort of end up getting referenced. It's tracking how people care and feel, and what's important to them, and how they're making decisions. So that's what these you know, confusion, anxiety, etcetera, that's what's bounding those customer wave lines. And then the green one is the ideal. And the the ideal is basically your opportunity to be a screenwriter or a script writer. Or any kind of author. You get to make a new story, but it's a story about the experience that plays out in emotions and meaning. And you write a new story, and then you go back later and say, okay, what touch points need to be there in order to make that the new story, the new experience And if you only look at the touch points, and again, you only look at the functional value, like, you'll never get to this. Because you're not framing the customer experience in terms of the things that is most important. If you sat down and try to do if you did this with a salesperson, you're gonna get a much better indicator of how someone sells that car or that, you know, piece of software, etcetera, than if you sit down and have a conversation with them only about the touch points and the functions that their customers say they need and maybe need or may not need, etcetera. So we need to use these tools to help us not just understand what needs to go into strategy, but then at the end, build that strategy and then deliver it. There's a bunch of other tools like theory of change. It's etcetera. That's probably not news to anyone that's in the NGA NGO world. That's sort of the tool of choice these days, but it's also really kinda simple. Right? Like, simple in the sense of who what are you trying to do? Who is it for? How's it gonna help them? How are you gonna measure your success in the end, and what's your end goal? Like, those are pretty standard obvious questions. But until this tool became standardized, bunch of stuff was funded that never sort of materialized because nobody required their fundee to have this mindset to look at these things and to track it. So thirty years ago, I gave a talk in Melbourne with this title, And I'm here again because it's happening again. At that time, it was about the Internet. And in in between mobile revolution, and now, of course, we have the dreaded AI. But in every storm becomes not just potential to disruption and even destruction, every storm also comes with opportunity. And so, the reason why I wanted to talk to you about strategy and the fact that you're well positioned to become a strategist, and you don't have to if you don't want to. That's totally fine. But should you want to, this may be one of the ways you weather that storm. Upskilling into strategy. Being absolutely audacious to go against the folks with the MBAs, because you can. I'm here to tell you, you have skills to do that. You may have to be really good at selling yourself and convincing someone those first couple times. But this may help you survive the storm that's coming. And we can't even see it's boundaries today, and it's changing so quickly, it will there will be good things that come after this storm. But we can't even see those today. But your ability to chart a course through that storm will be the difference between maybe not success and failure, but maybe satisfaction and dissatisfaction in your career over the next few years. I'll leave you with some really good advice from my friend Brenda Laurel, who taught her students about what she calls grand strategies. And I know a lot of us, regardless of your the opportunities you find or the work you're asked to do in the organizations that you work for, whether it's your own company or whether it's client. She says look for the grand strategy. What's the grand strategy that satisfies what you've been asked to do, what their criteria are, and satisfies your personal criteria as well. And in every situation, she tells us at least, there is a way to do this. Maybe it's that you want to put sustainability into you know, the criteria of what you're designing, don't just don't tell them. Right? Don't tell the client, don't tell your company, but do it anyway. Because you can sell sustainability on the basis of efficiency, Who doesn't wanna save money? Or on the basis with consumers' health, you can sell sell almost anything to consumers under the guise of health. Hopefully, it's things that will actually make them healthy. Inside a an organization, if you need to sell something like sustainability, but you can sell anything, Again, efficiency works. They wanna save money, they want more profit margin, or risk mitigation. Go talk to the lawyers because it's their entire job to mitigate risks. And if you can come at them with like, well, if we did this and we did it this way, we can mitigate our risk. Their ears will perk up, and they'll be on your side. And then, you know, they'll whisper in the CEO's ear like, oh, yeah, this is a good idea. Right? So there's always a way of building a grand a or whatever it is that you wanna do while satisfying whatever the meager often wrong headed criteria that you've been given that come from a client or come from your own organization. Okay. I'll leave it at that. I I know that I gave you a lot, and you're this is the end of the whole conference and you're all tired and whatnot, but I really appreciate your attention and this opportunity, Steve and John, and everyone else. And I just hope that you go forth in your career with some confidence that there is sunlight out there and, you have options that maybe you didn't think you had. Thank you. Thanks, Nathan. I'll let you grab a seat. Thanks very much. Okay. That brings us to the end of the conference for another year. Thank you all so much for, joining us on behalf of John, Jenny, Elba. We really appreciate you coming and spending time with us. Last last little factoid, to take away, grasshoppers evolved about 250,000,000 years ago, two hundred and forty million years ago. Grass evolved about 50,000,000 years ago. I know. Right? Like how did that happen? And it's mostly because they were just hoppers, I guess. For a long, long time. A few people have asked me whether my brain always works like this over the last few days. And one last fun fact, which is that while my mother was in labor with me, there was a total lunar eclipse. And I don't know whether that explains anything or nothing, but I'm also an Aquarian and I think that might. So, with that, thank you all so much. It's been a real delight, to be your host for the last few days. Hopefully, we see you again, but if not, Real delight, to be your host for the last few days. Hopefully, we see you again, but if not, head out there next week, and make a difference in the world. Thanks very much.