We are in this turning point between a regime based on cheap energy, physical goods, mass production, the assembly line and that has major implications for how we think about strategy.
His career began at ground level, running his own Italian deli, where he learned firsthand how leadership, operations, and customer trust come together in real time. Long hours and daily problem-solving shaped his belief that strong businesses are built through consistency, structure, and accountability. Those early experiences led Anthony to develop a deeper interest in strategy and financial markets. He began studying trends, analysing patterns, and applying disciplined thinking to decision-making.
For a long period during the height of the NYT Games craze of 2020, new Wordle strategies appeared on the timeline like clockwork. But in the years since, players have honed their personal strategies in ways that have made keeping up with daily streaks a piece of cake. That doesn't mean there's not more to mine from the game. This week, social media users came across an apparently foolproof way to whittle away at incorrect letters and make use of those anagram skills.
A wicked problem in strategy is one that defies a straightforward solution. The term is used to describe complex problems that refuse conventional problem-solving. is the CEO of Graham Kenny Strategic Factors and author of Strategy Discovery. He is a recognized expert in strategy and performance measurement who helps managers, executives, and boards create successful organizations in the private, public, and not-for-profit sectors.
The minute you land at Changi-one of the world's truly great airports-everything about the country works. Singapore is efficient, clean, and safe. It is always ranked at or near the top of the ratings for low crime rate. It has truly awesome food and great architecture. And it is incredibly prosperous. The International Monetary Fund ranks it as the country with the second-highest gross domestic product per capita in the world.
I've spent more than two decades working with leaders, entrepreneurs, and teams around the world to help them become more strategic in how they think, act and make decisions. Along the way, I've seen the same frustration crop up over and over again: people know strategy matters but don't know how to "do" it. The good news? Strategy-and being strategic-isn't a mysterious skill reserved for those sitting around the boardroom or graduating from business school.
I once played squash with a wealthy investor at a private club in Singapore. Even though it was a friendly game, I still didn't want it to be a total wipeout. I'm not great at squash, and I knew my opponent was a regular player. But he was in his 60s, and I was in my 30s, so I figured how hard could it be? Surely, I could outrun and outwork him.
The Braves will hit this offseason at a reasonably-sized crossroads. I think that's pretty clear, clear enough that I will almost certainly have a post early in the offseason where the title is some variation of, "The Braves are now at a crossroads." There is the potential to say a lot about where the Braves go from here, what they do next, and how they enter their next franchise phase
While not statistically impossible, it's exceptionally difficult to win at fantasy hockey without a strong goaltending force. Not only are several categories the responsibility of few figures, toss in the negative integers "earned" by allowing too many goals, and substandard netminding showings can significantly dent your chances of success in all varieties of leagues. For instance, in ESPN's standard game, a goalie who stops 28 of 30 shots in a 4-2 win produces 5.6 prized points.
The most surprising and impactful new stories delivered to your inbox every week, for free. What does it take to make bold decisions when the odds aren't clear? Statistician Nate Silver explains why the best risk-takers aren't reckless. They're strategic, evidence-driven, and comfortable acting without perfect information. Silver shares habits that separate success from failure in competitive environments, to help you become more comfortable with risking it all.
Forty years ago, I turned down promotion from assistant to associate professor at Harvard to join the strategy department of the U.S. Naval War College, in Newport, Rhode Island. My academic mentors were baffled and dismayed by such a self-willed fall from grace, but in retrospect it was one of the best professional decisions of my life.
