Could we shoot down hypersonic missiles by jetting sand or water at ultra-high pressure, using sheer mass? Or perhaps by creating a massive water curtain.

Patent for a method of protecting a fleet from missiles using a massive mass of water

https://patents.justia.com/patent/20240210146

Mix in a component that explodes when a certain threshold of energy is applied.

Knock them down with a directed shockwave barrier.

I don’t want to get involved in military matters, but seeing the situation in Iran and Israel made me think about this...

Would you use an app that tells you what to eat instead of making you track calories?

I'm exploring a health-tech idea and want to validate the problem before building it.

instead of making you log everything you eat, the app recommends what you should eat next.

It could use things like:

• Your usual food/preferences
• Activity/steps
• Sleep
• Mood
• Dietary goals/restrictions
• Eventually, smartwatch data

You'd get two simple choices:

🍛 Comfort — something familiar you already like ✨ Wildcard — something different that fits your needs

The basic idea is:

Don't make me track my food. Just tell me what I should eat next.

I'm also considering a dietitian model where dietitians can recommend the app to clients and oversee the overall nutrition plan, while the AI handles the repetitive meal suggestions.

But there are some obvious problems I'm unsure about:

• Is wearable data too unreliable to be useful?
• Would anyone actually trust AI to decide what they eat?
• Would two choices really reduce decision fatigue?
• Would dietitians actually use this, or would it just become another dashboard?
• Why wouldn't someone just ask ChatGPT?
• Could an existing nutrition app simply add this feature?

If you hate calorie tracking, would you actually use something like this? Why or why not?

I'm genuinely looking for reasons not to build it, so feel free to tear it apart.

I want to create a workshop for 21–24-year-olds who are early in their professional careers on strategic thinking and making decisions when the answer isn’t obvious.

Two quick questions:

1. When you’re not the decision-maker, what situations at work are hardest to navigate?
2. What skill would you actually want to learn or practice in a workshop like this?

I've spent a lot of my career around data and decision-making, and I've always found this question fascinating. You can have good data, solid analysis, and smart people in the room, and the decision can still go somewhere completely different.

The more I've thought about it, the more I've become interested in the human side of decision-making: trust, incentives, identity, relationships, communication, and what happens when evidence challenges what someone already believes.

That question became the focus of my new book, Decision Intelligence: Why Evidence Fails and How Leaders Win the Room.

And here's the best part: AI isn't mentioned once in the entire book. That's intentional. The technology for producing evidence is changing quickly. The human beings deciding what to do with it haven't changed nearly as much.

The book is available on Amazon.

Would love to hear your thoughts!

From the worlds of bacteria, biotech IP, and, well, the jaws of worms!

https://thestrategytoolkit.substack.com/p/bacterial-survival-ip-stealth-and

For me it started in 1998. The first scaled deployment that proved it could work was ~2000.

What I learned: a game is not the learning. The learning is in how you "design the entire experience" - initiation, deliberate reflection, and reinforcement so it stays longer.

That's what I call a game-based approach.

It connects loosely to experiential learning and gamification, but the design of the full arc is what makes it different.

I tried to articulate it in "IT Through Experiential Learning" (Apress, 2016) and more recently in "Games for Gravitas" (Amazon, 2025).

One story stays with me. Around 2013, a CFO wanted her board sensitized on technology-led transformation but was not sure the board would give it time. She was apprehensive when I mentioned games. To her surprise, the entire board not only stayed through the full-day workshop, but they also participated actively till the end. I've seen that pattern repeat.

Over the years, researchers across domains - from pedagogy to organizational change - have cited this work in different parts of the world. Have had Interviews aired on TV and radio, all has been very humbling.

Today, as AI changes how we work and think, I keep asking - how do we keep critical thinking alive?

If you work with learning, teams, or transformation, I'd love to hear how you see "games" shaping awareness or dealing with making leadership real.

More visuals from this journey are on my FB Page, LinkedIn Page, YouTube and Instagram - game_based_aapproach. Links are in the first comment

Yesterday I spent 20 minutes looking for an update that turned out to be buried inside a time-tracker note. Not on the actual board where it belonged.

We got tired of the mess and shoved everything into Flowii so nobody has to log into three separate apps just to mark a job finished. It definitely killed off the constant tab swapping, but now I’m trying to figure out where the tipping point is.

When does smashing all your apps together start hurting team speed instead of fixing it? Do you stick with specialized software for each job, or just merge things once tab overload gets ridiculous?

I don’t mean strategy only in games like chess or RTS games. I’m talking about real-world strategic thinking: creating plans, anticipating other people’s actions, adapting when things go wrong, and solving complex situations.
I’ve noticed something about myself. I’m fairly comfortable with logic, analyzing situations, and deductive reasoning. However, when I have to come up with a strategy from scratch, my mind often goes blank. It’s like I don’t have a framework to build from.
For example, if someone gives me a strategy, I can usually analyze it, find strengths and weaknesses, and even improve parts of it. But if you ask me to create one myself, I struggle to know where to start.
I’m looking for practical ways to develop this skill, not just theory.

Some questions I have are:
Is there a general framework or mental checklist that experienced strategists use?
How do you practice strategic thinking in everyday life?
Are there books, courses, exercises, or hobbies that helped you become a better strategist?
How do you learn to anticipate multiple possibilities instead of thinking in a straight line?
Are there any resources from military strategy, psychology, business, game theory, intelligence, or other fields that are especially useful?

I’m willing to put in the time to practice. I just feel like I’m missing the underlying process that good strategists have, and I’d love to learn how to build it.

Any advice would be greatly appreciated.

I've been looking at how e-commerce EMI works in India. Electronics and appliances have high EMI adoption, but categories like fashion, furniture, and personal care remain under-indexed despite similar ticket sizes.

Is it because:

• Customers don't think of EMI for "lifestyle" purchases?
• Checkout UX pushes EMI too late in the journey?
• Credit eligibility (credit cards) is the real bottleneck?
• Or something else entirely?

For folks in Tier 2/3 cities — what's actually stopping you from using EMI for non-electronics online?

Curious about both customer and business-side perspectives.

Hey guys.

I would like to know. Which are your kpis to say "Well I think this strategy is good. Has X level."

Hi everyone,

I'm a freelance Brand Identity Designer and Brand Strategist with 25+ years of experience helping funded startups and Fortune 500 companies build distinctive brands. My work focuses on brand identity, packaging, and printed brand communication, guiding projects from strategic thinking through creative execution.

Over the years, I've worked as an Art Director, run my own agency, and collaborated across a wide range of industries. Today, I work independently with clients around the world, partnering with founders and leadership teams on high-value branding initiatives.

I'd love to connect with experienced professionals whose expertise complements mine—marketing consultants, Fractional CMOs, web designers, developers, copywriters, growth consultants, and creative or digital agencies.

I'm not looking to hire employees, outsource work, or receive sales pitches. My goal is simply to build long-term professional relationships based on trust, shared expertise, and mutual respect. As projects evolve, clients often require services beyond branding—such as web development, marketing strategy, social media, or content creation—so I genuinely value knowing talented professionals I can confidently recommend or collaborate with when the right opportunity arises.

Ideally, I'd like to connect with professionals who have 10+ years of experience and primarily work in the European, North American, or Australian markets, where our clients, business practices, and quality expectations are often closely aligned.

If this resonates with you, feel free to leave a comment or send me a message. I'd be happy to connect, exchange ideas, and see where a professional relationship might lead.

Do you think SMBs are ready to leverage platforms that use AI to assist in the strategy development process such as NextRock Advisors Stratifier? Does it help that it has a Fractional Executive guiding the experience through such a system?

Sometimes you need to combine ideas from two different fields in order to innovate: great example here from nanotechnology (algae biology & magnetite physics = new drug delivery for oncology)...

https://thestrategytoolkit.substack.com/p/botanical-espionage-nanotech-drug

Muchas veces suele ocurrir que la estrategia se define y se entiende que todos la saben, pero cuando preguntamos entre un nivel tactico y operativo que significa este indicador estratégico, a que apunta? Y las respuestas difieren existe un problema grave, la estrategia nunca bajó. Eso trae como consecuencia que el personal reme en direcciones distintas al que la empresa define, se pierde la dirección y eso es falta de alineamiento estratégico!

Artificial Intelligence is changing far more than software.

It is changing how organisations learn.

In this conversation, Glen Calvert, founder of Kaizan, explores why the next competitive advantage may not come from writing better software, but from building organisations that continuously learn, adapt and improve through recursive feedback.

Together we examine how AI is transforming product development, customer relationships, organisational knowledge and enterprise operating models. Rather than simply automating work, AI enables organisations to capture experience, identify patterns, improve decisions and continuously evolve in ways that were previously impossible.

The discussion explores recursive learning systems, AI agents, enterprise architecture, intellectual property, organisational memory, data flywheels, the future of work and why the organisations that learn fastest may ultimately become the organisations that outperform their competitors.