A Strategy Management technician and Software engineer, working to build the first AI-powered Strategy Management process app. 23,000+ smart followers. They defend Europe and they will never give up: Slava Ukraini! 🇺🇦
Bucureşti, România
23 K urmăritori
Peste 500 de contacte
Despre
Helping companies and professionals significantly improve their understanding and practice of STRATEGY FORMULATION | STRATEGIC PLANNING | STRATEGY EXECUTION | BSC
Find out more:
THE ARTICLES
https://lnkd.in/dtn4EBBD
THE NEWSLETTER
https://lnkd.in/dmgBC6nK
THE POSTS I (the first 400)
https://lnkd.in/guGcctV
THE POSTS II (beyond the 400)
https://lnkd.in/d2YTcpbt
THE STRATEGY POSTS III
https://lnkd.in/dFSd2HSg
THE STRATEGY POSTS IV
https://lnkd.in/dE8RS98y
THE EVENTS
https://lnkd.in/ddCca5XY
This LinkedIn profile was created in December 2005.
Articole de Mihai Ionescu
Activitate
23 K urmăritori
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Mihai Ionescu a distribuit aceastaYOUR AI-AGENT PROJECT You are a freelancer, or a top expert in your field of work. But you can only provide your expertise to those with whom you work or communicate directly. Wouldn't it be nice to share it with the whole world? Well, you cannot meet or speak with everybody and, even if your expertise is shared on the Internet (on a website and on social networks), you cannot adapt it without your presence or actions to the specifics of so many people. THE AI AGENT SOLUTION Here comes AI, helping you integrate your expertise with the reasoning power of an AI model, turning it into a dynamically adapted solution to the specific circumstances of everyone. It works as an automatic Expert System based on an AI Agent that delivers your expertise even if you are not there for interacting with those who use it in the ways that are adapted to their specifics. How to do it? Follow the steps below, whether you are IT-savvy, or never written a line of software code in your life. The solution components suggested can be replaced by others, but you should start from somewhere. Case in point: rapidstrategy.ai Once you finish turning your expertise into a revenue-generating AI Agent, I'll be back to share with you how your AI agent can be discovered, used, and paid by other AI Agents that need your AI-powered expertise for doing their jobs. Want to prepare in advance? Take your first A2A lesson (Agent-to-Agent protocol): https://lnkd.in/d2p738qe THE LINKS Claude Pro: claude.ai Claude API: platform.claude.ai Claude download: claude.ai/download Python-Django: djangoproject.com Laravel-Livewire: laravel.com Namecheap: namecheap.com AWS-EC2: aws.amazon.com/pm/ec2 AWS-Route 53: aws.amazon.com/route53 Stripe: stripe.com Also read: THE AI TSUNAMI https://lnkd.in/dYCrphH8 MAKE A PREDICTION! https://lnkd.in/d2KRWMYB
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Mihai Ionescu a distribuit aceastaA SCREWED-UP RANKING One month ago a message bumped up from my screen having a draft pdf document attached in which I was included by someone named Jihad A Mohammad into a "Top20 something" list that he has generated. A quick look through it and I realized that around half of the people were some of the most toxic and frantic polluters of LinkedIn with pseudo-content about Strategy. Shocking! I replied to the guy: "Take me off that list, right away!". By the way ... THE POLLUTERS The pseudo-content plague related to Strategy that is boldly dumped on LinkedIn on regular basis by these guys (all of them included in the "ranking") has dramatically increased the noise/signal ratio in this field of knowledge, spreading the most toxic confusions throughout the business community, driven by their invented concepts, incompetent opinions, and deep misunderstanding of Strategy Management discipline's fundamentals: - ALEX BRUECKMANN - ALEX M H SMITH - ALEX NESBITT - ALEXANDER OSTERWALDER - ANDREW CONSTABLE - GRAHAM KENNY - IGOR BUINEVICI - JEROEN KRAAIJENBRINK - MARC SNIUKAS - TIMOTHY TIMUR TIRYAKI With their deluge of mumbo-jumbo pseudo-frameworks, better mousetrap canvases, silver bullet categorizations, simplistic and surrogate artifacts, screwed-up interpretations, and bells & whistles diagrams, these 10 individuals have cumulatively caused a huge damage to the clarity, logic, and consistency of Strategy's decades-long construct of essential concepts, fundamental theories, and practice-born methodologies. And the charge is in full progress. Against the "Strategy School" claim of the author, this "ranking" only highlights a deep confusion and embarrassing superficiality regarding what Strategy Management is. I wonder when this type of guys will look one day in the mirror, recognize with humbleness their incompetence in this subject matter, and start complementing their literacy, because they may be a few hundred Strategy books behind. The short-list: TOP STRATEGY BOOKS https://lnkd.in/dh_h5U7g
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Mihai Ionescu a distribuit aceastaTHE STRATEGY COURSE Delivered with a full-cycle embedded AI-powered process, and based on a robust, logical framework for Strategy Management, the new StrategyCourse eLearning platform will become available starting from May 2026. strategycourse.com It is designed to push into obsolescence many confusing online courses on Strategy that deliver mostly boilerplate, partially incorrect or incomplete views about what Strategy is and how it works. StrategyCourse comprises eight self-paced modules with pre-recorded video sessions (theory and practice), complemented by on-demand live, online Q&A sessions, and accompanied by plenty of support materials. It will only be available as a feature of the RapidStrategy app, with the following functionality: 1. Allow RapidStrategy users to get a deeper insight into the underlying Strategy full-cycle methodology used by the app. 2. Suport the training provided by local consultants to customers whose Strategy Formulation and Strategy Execution processes are facilitated by the consultant and enabled by RapidStrategy. In the mean time, the online Explaining Strategy course is delivering its 10th and final edition with fully-live online sessions between April 7 and April 30. Enroll here (last chance): explaining-strategy.com Also read: AI-POWERED STRATEGY https://lnkd.in/darwFBHY STEP BY STEP: YOUR COMPANY'S STRATEGY https://lnkd.in/dMK6DhR7 A NEW, GAME-CHANGING WAY TO MANAGE STRATEGY https://lnkd.in/dGXkBPrN
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Mihai Ionescu a distribuit aceastaCOMPETITIVE STRATEGY FORMULATION Prof Michael Porter: "There is no BEST! Our Strategy should be DIFFERENT than our competitors". In the same way we go step-by-step through our Strategy's formulation process, we can also do it for our top competitors. Of course, a set of assumptions must be used, based on all competitive intelligence available (to us and to our Strategy AI-agents). So, what would we be looking for? 1. Will we select the same Strategic Choices Mix, as solution for our identified Paramount Challenges, as our competitors? /* 2. Will our Strategic Choices lead to a portfolio of New Value Propositions that will be the same as our competitors'? /** /* We can assume with a high degree of certainty which will be the Paramount Challenges encountered by our competitors (it results from public data) /** We can assume only the most probable New Value Propositions of our competitors (that's where innovation comes into play). That's why the "and/or". CONCLUSION Can we select multiple Strategic Choices within the problem-solution duopoly for surmounting the Paramount Challenges that we'll encounter during the next years? We usually can. We should select those that lead to different New Value Propositions than those that our top competitors may probably launch. THE PRACTICAL PART: Guess where can you rapidly iterate through these Strategy Formulation stages to apply business war-gaming as you move along the whole process? rapidstrategy.ai Also read: STEP BY STEP: YOUR COMPANY'S STRATEGY https://lnkd.in/dMK6DhR7 STRATEGY LOGIC PLATFORM https://lnkd.in/dJd38i8s 9 STRATEGY FORMULATION QUESTIONS https://lnkd.in/dNP3vCY4 Higher resolution: https://lnkd.in/dc-Wbw3h
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Mihai Ionescu a distribuit aceastaCROSSING THE CHASM - GTM There are multiple patterns to be adopted for Going To Market depending on which segment of the Law of Diffusion of Innovation curve your Value Propositions belongs to. Geoffrey Moore is second to none in the level of clarity of describing the differences between different GTM approaches and targeted TAM. Don't miss his webinar. You get an immediate benefit of a clarification tool available after you register. CUSTOMER JOURNEY & CROSSING THE CHASM https://lnkd.in/dHs-n_ZY A MUST-HAVE STRATEGIST UNDERSTANDING https://lnkd.in/dctuTGJf 100 SHADES OF AI ALONG THE ADOPTION CURVE https://lnkd.in/d7WhVJi9Mihai Ionescu a distribuit aceastaExecution is visible. Adoption is not. Many teams are active in the market, but unclear on where real demand is forming. In AI-driven categories, this becomes harder. Strong demos and early interest can mask a lack of commitment from the buyers who matter most. The discipline required to move from initial traction to a repeatable market has not changed. What has changed is how difficult it is to identify the right signals. On April 15, I will be joining Kevin McGirl and Aventyr Partners to examine how these patterns are playing out today and how teams are adjusting in practice. We will look at: 🔶 How to distinguish early interest from actual adoption 🔶 Where focus tends to drift during expansion into new segments 🔶 Why some beachheads support scale, and others do not Audience: B2B founders, GTM leaders, product teams, and investors Format: Live virtual session with Q&A Registration: https://lnkd.in/gz9CxtBp #CrossingTheChasm #GTM #B2B #Startups
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Mihai Ionescu a distribuit aceastaUPSTARTS AND INCUMBENTS Very important points about Disruptive Innovation, by Scott D. Anthony. THE CYCLE OF INNOVATIONS https://lnkd.in/dunrkpd3Mihai Ionescu a distribuit aceastaDisruption often starts with upstarts because they see upside where incumbents see downside. For leaders, the challenge is knowing when to stop optimizing the current game—and start playing a different one. Learn more about Scott’s book “Epic Disruptions” here: https://s.hbr.org/41UgHmi
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Mihai Ionescu a distribuit aceastaSTRATEGY'S CLARITY. WHAT'S IT WORTH? After twenty years of researching and applying Strategy Management in practice, today's picture is crystal-clear to me: WE ARE INCREASINGLY SURROUNDED BY BULLS*IT ABOUT STRATEGY. By theoretical and practical ignorance-born confusion, from all kinds of sources, including all Large Language Models (what content did you expect them to be trained on?), many impetuous freelance "strategists", and even some reputable business schools /*. The heavy-lifting of spreading this plague is mostly done with impunity by a bunch of bold ignorants and noisy charlatans. I've got tired exposing them. Against this contorted context of Strategy Management pseudo-science, I had the honor to share during the past three years the practical clarity about what Strategy is, how it works and how it gets implemented, with almost 400 people who have attended the ten editions of the Explaining Strategy course that was delivered in live, online sessions. But moving ahead, I cannot handle both the course delivery and the support for the new RapidStrategy application that uses AI for managing Strategy in the only way that can be done: by applying its agentic ultra-fast reasoning capabilities, precisely guided step by step, within an algorithmic approach to Strategy. So, the April edition of the course will be the last and final one. If you hoped to get full clarity on Strategy by enrolling in this course, here is your very last chance to do it: explaining-strategy.com April 7-30, 2026 /* THE PERIL OF SIMPLISTIC STRATEGY SYNDROME https://lnkd.in/gCjuX-3s IN THE SHADOW OF GIANTS https://lnkd.in/dskBF2Ay WORST APPROACHES TO STRATEGY https://lnkd.in/d2jVKpQh CONFUSION ABOUT STRATEGY: WIDELY SPREAD https://lnkd.in/df8vvZWa More details about course's framework and practice environment: STRATEGY LOGIC PLATFORM https://lnkd.in/dJd38i8s STEP BY STEP: YOUR COMPANY'S STRATEGY https://lnkd.in/dMK6DhR7 9 STRATEGY FORMULATION QUESTIONS https://lnkd.in/dNP3vCY4 PENTA MODEL IS ABOUT JOBS-TO-BE-DONE TYPES https://lnkd.in/dRF2tS7v LAST COURSE EDITION https://lnkd.in/dTvX_raM
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Mihai Ionescu a distribuit aceastaBUILD A COMPANY IN MINUTES. NOT JOKING. Tested it and it works great. Proof that things done in weeks or months can be done today in minutes or hours (or in one weekend). usenaive.ai P.S. Just to understand what kind of guys have built this. They have started developing an app (Harmony) from scratch 50 days ago and sold it for $200M, three days ago. https://lnkd.in/dWwkzq-p Naive is a company to watch.Mihai Ionescu a distribuit aceastaIntroducing Naive - hire autonomous employees with their own identity. Own compute. Own bank account. Own legal entity. Own email. Own credentials. Own mobile. No humans-in-the-loop. They sign up for tools, pay for services, deploy apps, file documents, and run your entire company. Describe a business. Naive runs it. [usenaive.ai] Comment "Naive" + Repost. Get $100 credit for free.
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Mihai Ionescu a distribuit aceastaTHE CYCLE OF INNOVATIONS Sometimes I surprise myself asking: "What would have Clayton Christensen said about this?" ... With his insightful perception, he had a unique ability to look at things from unexpected angles. Like in the case of his Cycle of Innovations. 1. The Disruptive Innovations create largely-adopted new products. This triggers growth and creates jobs because previously complicated, expensive products that required certain skills to use them, become easy, accessible, and affordable, so more people can use them. Look at Disruptive Innovations like the PC, the Internet, or the mobile phone. 2. Then, the products that have emerged from Disruptive Innovations get better and better through Sustaining Innovations. This generates a little bit more growth and creates a few more jobs, usually also increasing profitability by pushing adoption even further (volume effect). 3. Finally, the Efficiency Innovations don't focus on new or improved products, but instead on reducing costs and improving productivity, also leading to jobs losses. They do not add more growth, but they increase profitability significantly, generating more capital that makes the shareholders richer, providing investment capital for new Disruptive Innovations. This is how the Cycle of Innovations is supposed to work. With one exception. WHAT KIND OF INNOVATION IS AI? Without a doubt, the Generative-AI is a Disruptive Innovation. It facilitates everyone's access to Machine Learning, an AI technology that was rather complicated and required special data handling skills for using it directly. But what comes next, once that happened? Apart from (a) creating the potential for further Sustaining Innovations, the Generative-AI, equipped now with reasoning skills and agentic-enabled, also opens widely the door for (b) massive Efficiency Innovations. The actual result? ... (b) > (a) This is not the normal path through the Cycle of Innovations and it only happens in the dawn of industrial revolutions. This is the fourth one. That's the reason for which many people have a problem digesting the impact of AI. Behind the apparent browser chat window that many perceive as "the product", there is an emerging whole new API-based Agent-to-Agent ecosystem with artificial reasoning capabilities that changes dramatically almost everything that it touches. THREE TYPES OF INNOVATIONS https://lnkd.in/en7BMC_U UPSTARTS AND INCUMBENTS https://lnkd.in/dZQ-TpCc
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Mihai Ionescu a apreciat aceastaMihai Ionescu a apreciat aceastaOtto Lilienthal: 2,000 test flights. Died on test flight 2,001. The Wright Brothers: 200 wind tunnel tests. First flight succeeded. Same dream. Different approach. One lived, one died. 1901. Kitty Hawk, North Carolina. Every aviation pioneer before the Wrights: Build full aircraft → Fly → Crash → Rebuild → Repeat. Lilienthal: 2,000 flights, refined wings each time. Fatal crash. Samuel Langley: $50,000 government grant. Two catastrophic failures. The Wrights did something different. They didn't ask: "How do we build a flying machine?" They asked: "What specific outcomes must we achieve for controlled flight?" Outcomes identified: → Generate sufficient lift to overcome weight → Maintain directional control in three axes → Maximize stability in turbulence → Minimize drag to extend duration Then systematically tested solutions against each outcome separately. Built wind tunnel. Tested 200 wing designs on small models—not by flying full aircraft. Discovered existing airfoil tables were wrong. Created their own. Tested control systems separately: wing warping for roll, elevator for pitch, rudder for yaw. By the time they built full aircraft, they knew it would fly. Every component pre-validated against specific outcomes. December 17, 1903: First controlled flight. 12 seconds, 120 feet. By 1905: 39-minute flights, complete control. Wilbur Wright: "It is possible to fly without motors, but not without knowledge and skill." Most innovators focus on motors (tools, budget, features). The Wrights focused on knowledge (what outcomes must be satisfied). #Leadership #BusinessLessons #Innovation #Strategy #ProductStrategy
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Mihai Ionescu a apreciat aceastaMihai Ionescu a apreciat aceastaA perennial challenge in formulating and executing strategies is how having a solid strategy actually relates to organizational performance. At the Rita McGrath Group, we are delighted to reveal, for the first time, the relationship between strategy and performance in a large-scale, multi company, multi sector analysis. Since it is virtually impossible to unambiguously determine the actual quality of a strategy, we have elected to use a proxy in our research. This is a long and honorable tradition in our field, dating all the way back to the Profit Impact of Market Strategies (PIMS) research. That research basically concludes that since it is too difficult to measure real strategic thinking or behavior, we'll just approximate it. Hence, relative market share proxies for market power and competitive strength. Relative product quality proxies for customer value created. Investment intensity is a proxy for capital requirements. You get the idea. Here, we are introducing a groundbreaking new proxy, with the working title "Strategy Theater." This is measured by how loudly senior leaders proclaim their strategy represents a breakthrough, how frequently the strategy is featured as a case study on prominent consulting sites, and how much general press and other buzz accompanies its release. These are measurable, quantifiable attributes, in contrast to harder-to-define elements of a strategy such as insight or clarity of thought. This makes up one dimension of our findings. On the other dimension, we have results, quantified as total shareholder return over a 5-year period, for publicly traded companies. The results are somewhat counterintuitive, if not entirely surprising. See below for a high-level overview. Should you have questions, wish to contest our findings, want a comforting shoulder to cry on or simply to vent, you know where to find us. #Strategy #Performance #AprilFools Ron Boire Sangeet Paul Choudary Don Tapscott Ryan McManus Brian Evergreen Howard Yu Aidan McCullen Guy Kawasaki Chris Yeh Steve Denning Curt Carlson, Ph.D. Andrew Hill Thinkers50
Experiență
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Managing Director
Mobile Solutions Consulting Ltd.
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Vodafone
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Studii
Licențe și atestări
Publicații
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Strategy Management Articles
LinkedIn Pulse
Vizualizați publicațiaThese are 30+ articles (and growing) on Strategy Management, discussing Strategy Formulation, Strategic Planning and Strategy Execution
‣ Strategy for Left-Brainers (March 1, 2020)
‣ The Strategy Elevator Pitch, or How Strategy Works (February 13, 2020)
‣ Strategic Objective? Not S.M.A.R.T. (December 21, 2019)
‣ Managing Strategy: Simple or Complex? (December 16, 2019)
‣ Strategically Preparing for Downturn (September 29, 2019)
‣ Disruptive politics. How does it work? (August…These are 30+ articles (and growing) on Strategy Management, discussing Strategy Formulation, Strategic Planning and Strategy Execution
‣ Strategy for Left-Brainers (March 1, 2020)
‣ The Strategy Elevator Pitch, or How Strategy Works (February 13, 2020)
‣ Strategic Objective? Not S.M.A.R.T. (December 21, 2019)
‣ Managing Strategy: Simple or Complex? (December 16, 2019)
‣ Strategically Preparing for Downturn (September 29, 2019)
‣ Disruptive politics. How does it work? (August 6, 2018)
‣ Strategy Management Posts (March 28, 2018)
‣ OKR = Strategy Execution 'Kiss of Death' (August 13, 2017)
‣ KPI Targets and the Value Gaps Tree (May 15, 2017)
‣ Matrices in Strategy Execution (April 16, 2017)
‣ What Strategic Choices Do We Have? (February 19, 2017)
‣ Linking Jobs-to-Be-Done to Strategy (February 19, 2017)
‣ Cumulative vs. Disruptive Advantage (January 12, 2017)
‣ Where do our Strategic Objectives come from? (December 31, 2016)
‣ How many Brexits are still needed? (November 9, 2016)
‣ The Chains of Strategy Hypotheses (October 30, 2016)
‣ The Adaptive Strategy system (June 13, 2016)
‣ Strategy's Feasibility Validation (April 15, 2016)
‣ Why Strategy is not what they think (April 9, 2016)
‣ The Strategy Dialogue (March 21, 2016)
‣ Balanced Scorecard Quick Wins (2) (March 14, 2016)
‣ Balanced Scorecard Quick Wins (1) (February 29, 2016)
‣ The Strategic Horizon (February 7, 2016)
‣ The Strategy Terminology Map (September 28, 2015)
‣ Who Needs Frameworks? (August 26, 2015)
‣ Strategy and the Business Model (June 30, 2015)
‣ The Competitive Advantage Cycle (June 1, 2015)
‣ Strategic Objective's Status. How do we calculate it? (May 9, 2015)
‣ Strategic Choices & Strategy Models (March 30, 2015)
‣ What you didn't know about Romania (March 22, 2015)
‣ Strategic Performance & Risk Integration (March 2, 2015)
‣ Deseasonalization of Strategic KPI Measures (February 5, 2015)
‣ Misunderstanding the Capabilities-Driven Strategy (January 31, 2015)
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What is the Optimal Role of Measures in Strategy Execution?
Palladium Group - Stratgically Speaking
Cursuri
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Kaplan-Norton Balanced Scorecard Certification Boot Camp
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Proiecte
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Strategy Formulation and Strategic Planning
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On-site engagement for formulating company's Strategy and developing the Strategic Plan. The second practical use of the AI support for Strategy Formulation.
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Strategy & Strategic Plan Development
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Extended Practice Sessions engagement following the internal delivery of the Explaining Strategy course on the company Case Study. Micro-consulting engagement including Strategy Formulation and Strategic Planning at organizational level.
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Strategy Management & BSC Certification Course
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Kaplan-Norton BSC framework applicative course, including 5 days of theory and practice. Between 2013 and 2019, more than 500 course participants have been trained and BSC certified, following an online exam. A total of 24 sessions, both open and in-house (for private groups) have been organized.
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BSC-based Strategic Planning for the Romanian Government
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Using the BSC Framework for translating 20 Ministries' initial Action Plans into the components of a consistent Strategic Management System, including the Strategy Maps, the correlation of the Strategic Priorities & Objectives with the Strategic Initiatives, the correlation of the National Budget with the Strategic Initiatives' budgets (StratEx), Government Plan Alignment, etc.
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Romply Merops Balanced Scorecard implementation project
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Integrated BSC Consulting and BSC Software implementation for a private sector company (manufacturing). The BSC framework used is Kaplan-Norton Palladium XPP (Execution Premium Process).
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Icelandia Strategy & Balanced Scorecard implementation project
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Strategy Formulation and Balanced Scorecard implementation for SME. Advancing the Kaplan-Norton Palladium XPP (Execution Premium Process) framework implementation practice for small-medium companies. First use of the StrategSim (Strategy Simulator) during the implementation process.
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Rohe Romania Balanced Scorecard implementation project
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Balanced Scorecard implementation integrated with operational performance management and aligned to the individual level. Support for the development of AGENIUS, the individual performance management system. The framework used is Kaplan-Norton Palladium XPP (Execution Premium Process).
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Scandia Food Balanced Scorecard implementation project
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Strategy development (Strategic Value Gaps) and Balanced Scorecard implementation for a company in the food industry (100% Romanian ownership - http://www.scandia.ro). The BSC framework used is Kaplan-Norton Palladium XPP (Execution Premium Process).
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IKEA SEE Balanced Scorecard implementation project
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Integrated BSC Consulting and BSC Software implementation for a retail regional organization - South-East Europe (Belgrade, Serbia and Bucharest, Romania). The BSC framework used is Kaplan-Norton Palladium XPP (Execution Premium Process). The business project has been rolled-out in parallel with the software configuration project.
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Arox Equipment Balanced Scorecard implementation
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Balanced Scorecard implementation for SME. Testing how the Kaplan-Norton Palladium XPP (Execution Premium Process) framework can be used in a small company.
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Prutul SA Balanced Scorecard implementation project
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Integrated BSC Consulting and BSC Software implementation for a private sector group of companies (100% Romanian ownership - http://www.prutul.ro). The BSC framework used is Kaplan-Norton Palladium XPP (Execution Premium Process).
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English
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French
Competență profesională completă
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German
Competență profesională de lucru
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Italian
Competență profesională de lucru
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Spanish
Competență de lucru limitată
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Romanian
Competență de vorbitor nativ sau bilingv
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