When it comes to strategy and planning, there is too much talking. I recall meetings at Adobe, board meetings at nonprofits like the Cooper-Hewitt National Design Museum, and brainstorming sessions with countless start-ups where all people do is pose questions in different ways: “Maybe it should do X?” “Maybe the better approach is what Y company does?” “Why don’t we try doing Z instead?” Often the different parties aren’t even in agreement on what exactly it is they’re trying to answer. The discussions therefore stay at a very abstract, conceptual level until someone has something visual or
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