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      "body": "![birds_redwings_late_December_12012_Guy_Livesay_Mattamuskeet_Lake_Hyde_county_NC.jpeg](https://steemitimages.com/DQme7GuiJttsdrQUwqvY471ucZJUg9kEm5vBJz2yFR3Ezxg/birds_redwings_late_December_12012_Guy_Livesay_Mattamuskeet_Lake_Hyde_county_NC.jpeg)\n\nSome would say that to have an effective emergent strategy there still needs to be a strong strategic plan in place with a focused goals and accountability for results. Thinking on though, as changes to initial conditions occur, the initial conditions on which a ‘plan’ was built, some firms cannot adequately plan or are not prepared to make changes to their plans to cope with new direction, learnings or the significant changes to an organisation that sometimes needs to happen. Sometimes, that wilful blindness that Margaret Heffernan so eloquently articulates comes into play. The inability of some companies to plan properly for it, speeds up the damage it can do to organizational structure, financial outcomes, morale and careers. We think we know an awful lot about the outcomes of change programmes, getting the method right and the leadership etcetera, as if we are simply building a pretty cause and effect jigsaw from eight step models. However, as Strebel notes: ‘change leaders cannot afford the risk of blindly applying standard change recipes and hoping it will work.’ Almost all of the time we are playing catch up, most change initiatives don’t work, most planned strategies fail and we will simply never know how many world changing ideas have been snubbed out before they moved beyond the first words. Change like planned strategy has lost 25% of its value before you’ve driven out of the Executive Summary showroom. We have an awful lot of knowledge about knowledge and the change capability it requires. We know a great deal about human psychology and sociology but we seldom put all of this together with fresh eyes; inside our organisations or in the world at large.\n\nHowever, some see emergent strategy as more closely aligned with the lived nature of the business, with the ability of people to work together to sense-make in a complex world; creating the capacity for change in the midst of both human and economic complexity. It’s ‘just-in-time learning,’ allowing the right teams to form to investigate given issues and opportunities and formulate solutions and actions. It’s about learning and context. This is very different to the established status quo. In business terms, what this suggests is that in many industry contexts, strict clear cut hierarchical top down management is not equipped to deal with knowledge rich and complex environments. 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And for that, there is no technique, no program, just a sharp mind in touch with the situation.’ His words are as true of the need to develop change, capture the objects of R&D and build a knowledge rich environment. However, programmes such as Google’s 20% project time, itself borrowed from 3M create enormous benefits in just such an emergent fashion. Indeed, Gmail is a product of such an approach. Again within this notion of emergent strategy it is clear that developing strategy or the capacity to deal with emergent opportunity is characterised by constant engagement with change to greater or lesser degree. Leadership of this type of strategy is about encouraging distributed leadership or in other languages: empowered staff; a community of leaders, those who are not frightened to work on ideas as a community of curiosity. 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This is where the leader must shape and monitor the course of action and communication while at the same time allowing events to take their own form. Great leaders and communities of great leaders, to deal with emergent strategy, must develop emotional intelligence and a grasp of psychology that gives insight in action and reason. The happy corollary of this is that when we bring together the characteristics of emotional intelligence and look at the skills of resilience it is clear that the two are interwoven. The positive outlook in itself, is enough to contribute to greater insight through the positive mental outlooks bestowed on positive minds and physiologies and the interpersonal engagement that is fostered between communities of teams and leaders working hand in hand to create the future of the organisation.",
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      "body": "![campfire.jpg](https://steemitimages.com/DQmbc8TrBLhDyLzBhnnQXYQiZXxros9SWEjEkxsCb29hGGi/campfire.jpg)\n\nWe are far less modern than the average fashionista would like to think. Just like my notions of the fashionista we are driven by the more basic bits of our Neolithic brains, the neurotransmitters that allow us to build stereotypes to simplify our representations of world, to peel back the cacophony of extraneous noise and focus on what’s important. If we didn’t use these filters, basic heuristics and rules of thumb, the world would seem too complex a place to live, every moment overwhelming. Life, however, seems to flow on as one connected whole, even though we, one way or another, live out our minds as a series of closely connected ideas, emotions, facts and images, in dynamic excuse me dance with the world, we see somehow interconnected stories, narratives for life.\n\nThese woven narratives new or old to the brain allow us to experience life as something that makes sense, something that is continuous. New memories or ideas that bear relationships to our internal narratives are more easily remembered as they chime with our stereotypes or schema in the internal world we have created, they snuggle next to the information we already hold. That which is unfamiliar or unrelated is more difficult to weave into our story, more difficult to learn, more difficult to ease up against in the cold.\n\nSo, we are stories, the records of our lives and experiences, we march on and share our narratives with those that recognise them, that love us for them. The cultures we embrace are made of good and bad examples of stories, heroes and villains, successes and failures. Stories transmit our values and culture, our expectations of how to behave and what behaviour to expect. We learn everything through stories. Researchers argue that not only cultures, but communities of practice, network linkages work more effectively through the sharing of or ‘interweaving of story-lines.’ Storytelling is an important way of codifying knowledge and retaining its richness while still retaining flexibility for knowledge development. It is no wonder then that sales and marketing try to provide us with meaningful narrative around products and services, not a surprise that the stories spread across social media chime with us. Stories see past our local selves.\n\nThe importance of narratives and storytelling as ways and means of transmitting and developing knowledge in social groups is the life blood of making sense of the world and transmitting that sense, its morals, rituals and norms. Often a person needs to re-tell the story of an experience before realizing its true meaning and value, listeners and learners benefit equally. This reflective quality of story is the way stories themselves not only transmit ideas but also develop and adapt them. The process of storytelling is then not only didactic and empowering but also creative and sustaining. It binds the teller and the listener together sometimes the connections last a lifetime and sometimes the messages are deep and meaningful, tacit, for example, in this purportedly Native American story: ‘One evening, an old Cherokee tells his grandson that inside all people, a battle goes on between two wolves. One wolf is negativity: anger, sadness, stress, contempt, disgust, fear, embarrassment, guilt, shame, and hate. The other is positivity: joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe, and above all, love. The grandson thinks about this for a minute, then asks his grandfather, “Well, which wolf wins?” The grandfather replies, “The one you feed.”\n\nIt’s because stories are engaging, because they are so easily woven into established knowledge and our ‘ways’ that they somehow also have the ability to transcend ideas, cultures even and see through our own limiting thoughts and analysis of the world. These stories are magical. All of our stories are magical. In a world that is seemingly so socially and organisationally complex, around the campfires of our modern lives, we all know in our hearts and minds which wolf to feed. Stories and our relationship to them are the only things that make our worlds whole but yet can change them by simply sharing a word or perhaps, I live in hope, sharing a world with others.",
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      "body": "![lace.jpg](https://steemitimages.com/DQmTHvG1iYfYrhDikpeupp5eX428L6JtdSUcHA4f2UhJbRn/lace.jpg)\n\nIt’s easy to fall into the habit. Pulling on your shoes. Breaking the heel collar, bit by bit, day by day, until it’s worn down, until it no longer offers any reasonable support. Even though each day the broken heel presents itself, still it is easy to continue. It’s easy. It’s easy too, to grab a shoe horn, preferably one of those long ones, then you don’t have to bend down. Then you make that creaking sound with your mind as you lurch to one side to make the job fit your world, while simultaneously adding thirty years to the weight of that same world; expressed as one perfect groan. It’s easy. It’s easy to untie your shoe. To fit your whole foot comfortably in, pull the laces, just so, snug over the bridge. Fasten the laces, make the knot well, cease to be conscious of the act but filled by it, thread the bow cleanly, in the moment and straighten up, rise fully, for the first time in the day. Rid of the worry of the time and the groan that the broken heel presents; the archer is realized. The day opens unaware and may perhaps be filled with moments like these, all the possibilities each day, in the drawing of a lace.",
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      "body": "Down at the old abandoned warehouse villains are doing bad stuff.\n\n\n\nhttps://www.youtube.com/watch?v=tdi049VixK4",
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      "author": "raymo",
      "body": "![20160828_163931.jpg](https://steemitimages.com/DQmUsn5Bv4NRZJFPzjC71VYPpCeKmZ3unamXxQRH2j7Mm1q/20160828_163931.jpg)\n\nWe are far less modern than the average fashionista would like to think. Just like my notions of the fashionista we are driven by the more basic bits of our Neolithic brains, the neurotransmitters that allow us to build stereotypes to simplify our representations of world, to peel back the cacophony of extraneous noise and focus on what’s important. If we didn’t use mental shortcuts billions of bits of information would overwhelm us every minute of the day. We stack these representations of the world up and push the events of our lives next to them and one way or another the relationships between these things become our memories; one way or another we live our minds as a series of closely connected ideas, emotions, facts and images or as we might call them, interconnected stories or narratives.\n\nThis woven narrative new or old to the brain allows us to experience life as something that makes sense, something that is continuous. New memories or ideas that bear relationships to our internal narratives are more easily remembered as they chime with our stereotypes or schema in the internal world we have created, they snuggle next to the information we already hold. That which is unfamiliar or unrelated is more difficult to weave into our story, more difficult to learn. \n\nSo, stories, because we are stories, that record of our lives and experiences, the acceptance of that which is related to us as stories, is vital, is meaningful and understood. It is no wonder then that sales and marketing try to provide us with meaningful narrative around products and services, not a surprise that the stories spread across social media chime with us. The cultures we embrace are made of good and bad examples of stories, heroes and villains, successes and failures. Stories transmit our values and culture, our expectations of how to behave and what behaviour to expect. We learn everything through stories. Three months after experiencing training and development activity participants retain 55% more material, ideas and meaning if they are told, shown and in some way caused to experience ideas (65% recall); when simply told information, recall is only around 10%. When we experience ideas they sit better in our internal narratives. \nResearchers argue that not only cultures, but communities of practice, network linkages work more effectively through the sharing or ‘interweaving of story-lines.’ Storytelling is an important way of codifying knowledge and retaining its richness while still retaining flexibility for knowledge development. \nThe importance of narratives and storytelling as ways and means of transmitting and developing knowledge in social groups is the life blood of making sense of the world and transmitting that sense, its morals, rituals and norms. Often a person needs to re-tell the story of an experience before realizing its true meaning and value, listeners and learners benefit equally. This reflective quality of story is the way stories themselves not only transmit ideas but also develop and adapt them. The process of storytelling is then not only didactic and empowering but also creative and sustaining. It binds the teller and the listener together sometimes the connections last a lifetime and sometimes the message are deep and meaningful, tacit, for example, in this purportedly Native American story: ‘One evening, an old Cherokee tells his grandson that inside all people, a battle goes on between two wolves. One wolf is negativity: anger, sadness, stress, contempt, disgust, fear, embarrassment, guilt, shame, and hate. The other is positivity: joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe, and above all, love. The grandson thinks about this for a minute, then asks his grandfather, “Well, which wolf wins?” The grandfather replies, “The one you feed.”\n\nIt’s because stories are engaging and focused on established knowledge and ‘ways’ that they can be a source of solutions that transmit how, for example, tame organisational problems were dealt with in the past, but importantly, because stories are inherently creative, they can also be used to search for and imagine the solutions to the more wicked or novel and rare problems, those that reside in uncertainty, ambiguity and complexity. Stories and our relationship to them are the only things that make our worlds whole but yet can change them by simply sharing a word or perhaps a world with others.",
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      "body": "![poppies.jpg](https://steemitimages.com/DQmZBkQytipmgc97rqgYgV7Hh6wmns1cWeV4P7C96cneU1f/poppies.jpg)\nI am angry when they debate history.\nI hate it when they talk of peace.\nI talk of glory when they mention meat.\nI talk of sacrifice as they talk of truth.\nI say remember them; they say never the horror again.\nI talk of pride and they cry with the shame.\nI raise my voice in a demand for respect, they say for whom.\nI talk of defence, protection, they say of what.\nI say they started it and they say when did ‘it’ begin.\nI talk of duty; they ask where does it lie.\nI venerate the majesty; they criticise the gluttony.\nI lament the cost while they depict an industry.\nI believe in the past and they look for change.\nI accuse for country and for nation.\nThey say no, for people, earth and patience.\nYet,\nWe should all remember these dead;\nespecially, at the rising of the sun,\nbecause their names are ordinary labels,\nsignifying gone…\n\nADVENA SUM IN PATRIA",
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      "body": "![](https://steemitimages.com/DQmadLQncaZvSpqMumwUPhrfuC4mnR9zugEfx1r71po31yi/image.png)\n\nI have been\nSpending some time\nSearching for your rhyme\nBut the poetry has gone from you\nAnd yesterday \nIs not today\nThere’s no rhythm in the words you use\nYour eyes are far away\nYour song has lost its melody\nOur rock and roll has had its day\nThe graffiti on our walls and doors\nHas nothing profound to say\nAnd yesterday has been and gone\ngone\nTomorrow we will angle out into the world like sprouts from musty potatoes kept in the dark\nAlready dead but just not knowing it\nYou will cook me stew with dumplings\nAnd I will eat it, even if you put swede in it.",
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      "body": "His project plan looks like something out of Roal Dahl book but my supplier assures me delivery by Tuesday!",
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      "body": "That's cool.   It's cool to see a kid creating something and actually learning how to deal with the business side of things while they are at it.",
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      "body": "Hi @raymo , This post has resteemed by @a-a-a-a over 2600 followers and followed. Follow me and upvote this comment for future resteem your post. Thanks.",
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      "body": "1. A large proportion of text books on strategy and many of the classic models you will no doubt have heard of, are driven by work with large corporates. A small firm is not a large firm in microcosm. However, this should not be taken as a bar to using these models but make sure you take them for what they are worth to you. Use them from your perspective, adapt them, use them where they are not meant to be used, add in your own ideas…they will get you playing with ideas, thinking strategically. It’s all about overcoming your barriers to thought and action.\n\n2. Remember, you develop strategy your way, but whatever way you choose, you need to do it as a business, everyone, everyone needs to understand; towering contributions may come from the most unlikely places. It takes knowledge, insight, people working together and the courage and intelligence to act upon what you find out or decide.\n\n3. There are two main perspectives in the strategy world. One considers strategy as a well-researched position that you eek out, fulfil and defend in a market place. The other suggests strategy is more emergent, allows for learning and change, might take one of many or consist of different parts. A ploy (disrupting, dissuading or discouraging the competition), a pattern (a strategy that emerges from the firm’s past behaviour), a position (in context and the market environment) or a perspective (again something takes form, emerges from the way individuals in organisations think, a gathering opinion, vision or realisation). It doesn't need to be a cascade. It doesn't always need to be a document, it can be lived patterns of behaviours and expectations, methods and tools and ways of appreciating information ideas and communication.\n\n4. Moreover, are you sure you don’t already have the right strategy but you are just not doing it well and it needs to be refined and serviced better. Is it just about the capacity you have to be great at what you already do? If you look, can you see hidden patterns of success in your work, things that work well, that you can do more of? It might not be broken, you might not need to fix it. It might just need a good service.\n\n5. Make sure you know why you are entering into a new cycle of thinking about strategy. Is it because the business needs to financially? Is it because you as owner are not managing the business well? Is it because you are stuck in a phase of change and development or because you are trapped in perspectives? Is it because you or the business are running away from something; you don’t have the right staff or skills or you’re procrastinating or trying to distract yourself, denial? Is it because the market is failing or competition is high? Make sure you know you know why. Yes, I know you know…but are you sure know? The problem or the opportunity may not lie where you think it does.\n\n6. If you want your staff to be engaged in the future, make the future is engaging. Make yourself and the reasons staff stay in your four walls to earn a crust, engaging. Stop dumping ideas on people and forcing them to change. Make life good, now and in your strategic thinking. Strategic thoughts come thicker and faster with positive engaged minds and bodies. If you can make the future that engaging and that bright then it’s worth forking out for more shades.\n\n7. Make the time and the space both physical and mental for strategic thinking. You have to be ready for it, switch off operational conversations and thoughts. Prepare.\n\n8. Strategic thinking is not something to be done on an annual basis because it’s about time we were doing some strategy; as though it’s a box to tick. It is something you are continually re-examining, shifting with your hands on the tiller, an ever evolving journey whether or not you have an ultimate destination or you expect the process and objectives to evolve.\n\n9. Strategy is a continuous process of learning from when things go right or wrong, from people and events. Make sure your organisation learns constantly, captures learning, and interprets it, implements lessons. Make sure you have systems, systems that you are not slaves to but that help you constantly build pictures of the reality of your business and markets. Make sure the formats and quality of that data lends itself to interpretation and insight. You work in a complex world, learn how to simplify it.\n\n10. Don’t dismiss strategic options, the future might lie in partnership with others, in wholly unrelated products and services. It might be tweaks or giant leaps for humankind. It might be a whole new venturing opportunity. Think broadly and bravely.\n\n11. If you don’t know where you have been, how you got here and where to go next, or you are too close the business and its markets to see…get outside help:\n\na. Facilitated or direct consultancy\n\nb. Help to facilitate your thinking or the thinking of your team\n\nc. Ask competitors, suppliers, clients or industry bodies for help.\n\nd. Join a peer to peer group grounded in methods like action learning.\n\ne. Use formulas and methods such as Appreciative Inquiry to take your thinking forwards in a positive direction.\n\n12. If you’re heart isn’t in the strategy that presents itself, don’t do it, it will make you stressed and miserable. If it’s not the reason or the knowledge you grew the business from and it doesn’t float your boat… think. If the strategy is powerful and will yield great high growth, sell or step aside with an innovative route to the funds created through the growth…think on that. Nobody wants to be working for a miserable unfulfilled entrepreneur, forced to do something they don’t really want to do, in a way they probably don’t like. No one likes a misery guts, there’s enough stress in life as it is.",
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      "author": "raymo",
      "body": "![sunglasses-shades-9.png](https://steemitimages.com/DQmWVAmacJHEd6mR8hkZN76zG3ox5uHPtyCimJnkknoNb6e/sunglasses-shades-9.png)\nI have just done a deal with my 9 year old son to develop some animated advertisements for me. He is already very proficient. He will have to work closely with his client to shape the final product, attention to detail will be key, we will work on the scripting together but he will be in charge of production, set design, film and direction. It's not his first business venture. I am ready to boldly go...",
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      "body": "This article revisits an earlier piece on price driven innovation which prompted a number of requests for other pricing ideas, so I have added in a few other notes, added to the ‘dozen’ series and re-posted. Price is as an essential part of your product or service as is the thing in itself. So how come it’s so often an afterthought or just thrown in out of the blue with the rest of the marketing mix. So let’s think, how do you price your product or service? What impact can your pricing model have and can it really change the nature of the product and the revenue stream it offers. While there are lots of pricing approaches let’s start by looking at ‘cost-plus.’ Many people use simple cost based or cost plus version of pricing. By that we mean they add together the direct material cost, direct labour costs and overhead costs for a product and then add to it a mark-up percentage (to create a profit margin) in order to ‘price’ the product. It may be that they have to shape this margin a little to accommodate market environments or competitor prices but that’s basically it. Sound familiar?\n\n1. Let’s think about innovating around the process of pricing. What if you are in an industry where costs fluctuate regularly or have unpredictable highs and lows. Instead of constantly changing prices and worrying about will your customers accept them; instead of narrowing or losing your margin to stay in the game; can you bring your customers in closer; can you share with them your strategy and aspirations for growth.\n\n2. Can you look right back to your core competence or see what is it that your customer buys? You can often be sure that what the customer is buying is not what the seller thinks they have on offer! Can you make your growth aspirations so attractive to your customer that they will sign up to your margins? Can you even agree the margin between you? Maybe they’ll need to know the confidence limits of those fluctuations but agreeing pricing margins with clients might be less mad than it first appears. It could really contribute to growth with key accounts tied in…think on, do you know a business who does this can they mentor your path.\n\n3.    Can you segment your customers into buying groups and cycles? For each of the groups can you work with suppliers to provide a basket of goods or services for a monthly fee, for example, a segmented membership scheme? Can you change the nature of your revenue stream?\n\n4. Outcome Based Pricing Schemes are schemes where the price is based on the outcomes experienced by the customer. If the product allows these schemes can be staged, with variable pricing for different experiences and levels of product use. It can be about the numbers of the product units per se across product functionality or perhaps direct impact of product, for example data recovery and level of importance of data or in pharma, recovery of patients or life extension. If you do not have the ability to quantify the outcomes and benefits your products and services will bring to your client in enough detail, this is not an option for you.\n\n5. Switching focused price strategies might be an alternative for some, fixing prices on time milestones where switching might naturally occur, tying customers into products within a certain window of opportunity or up to certain versions of product or service iteration, so it is either unattractive to change products or contracts don’t allow change until closure. It needs to be a good deal for the client or this will just build up resentment. A client can cope with lock in as a trade off, so long as the lock in has real value and isn’t directly detrimental to their interests.\n\n6. There is a lesson to be taken from, for example, various attempts at Pay Your Own Price in the music industry, pushing both product and marketing and sales channel. PYOP as a promotion over a short period can lead customers into other product areas and highlight innovative new channels to market. In this case the back catalogue but in other sectors it might be possible to lead customers amongst the product garden with if not PYOP but headline grabbing strategies. The secret is in the headline grabbing, it’s important that the PR machine roles this out clearly labelling the sales channel. This is important to control the level of cannibalisation across sales channels but also to make sure that the new channels develop.\n\n7. If you are a business that’s capable of turning out new products and innovations…how do you price these? Do you peg your prices to the life-cycle of the product or surface? In a process sometimes called ‘skimming,’ products and services are priced higher so that fewer sales are needed for the product to break even. You could think about this as a trade off with low sales against the higher price.\n\n8. However, think of those early adopters and the Apple shop queues, high prices for the Geeks it maybe but it is the premium to be first and in the know. A new product might fly or fall on the views of the first 3-5% of purchasers who adopt the product. Its critical to understand what these early adopts call value and their sensitivity to price. Your business is therefore able to drive the Diffusion Effect.\n\n9. There is also pricing for image, making things refreshingly expensive like your Gucci handbag, not that I am cheap but on more than one occasion have I been told to up my prices so a company can be seen to buy my services at the top level. Pricing for perception, however, is a whole other story; back to the life-cycle.\n\n10.  As the market develops you change your prices eventually dropping the price to accommodate the laggards coming at the tail end of your product or service revolution. Can you change the nature of the product as you look forwards to the end of the product life-cycle, deleting or changing features as you move towards the laggards and saturation of the product. Making sure you really use every stage of the product life-cycle to increase revenues.\n\n11. If you are thinking of wading into a new product market and going up against an established incumbent competitor. Don’t go for the price jugular unless you are sure you can sustain it or do enough damage to change the market…not sure that’s a good idea. Can you really? You might compete on price initially and get your foothold, in doing this, try to appeal to a specific segment in the new market, nibble away at a product area in the incumbent’s customer base by twiddling the product and generating a pricing model, perhaps with a basket of goods and services that really hits the mark, certainly something that is so unattractive to the incumbent they won’t want to ‘me too’ you, Leastwise, don’t go all out for the incumbent's main product base in a price war…no, you’ll lose, am pretty sure.\n\n12. Think earlier about price in the product's design and development phase. When you are looking at your portfolio of products and services, let ideas about price be a key factor in defining product or service strategy, not just in terms of balancing the revenue contribution but as a key feature of the relationship with customer and product. Don’t make product price an afterthought, make it a point of product innovation, make it part of the product or service.\n\n\nAlso in this series\n•\tA dozen notes on leading through and towards knowledge.\n•\tA dozen notes on risk\n•\tA dozen notes on strategic thinking for SMEs.",
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      "author": "raymo",
      "body": "@@ -1,15 +1,10 @@\n 1.\n-     \n  A large\n@@ -559,21 +559,16 @@\n ion.%0A%0A2.\n-     \n  Remembe\n@@ -896,21 +896,16 @@\n ide.%0A%0A3.\n-     \n  There a\n@@ -1738,21 +1738,16 @@\n ion.%0A%0A4.\n-     \n  Moreove\n@@ -2168,21 +2168,16 @@\n ice.%0A%0A5.\n-     \n  Make su\n@@ -2857,21 +2857,16 @@\n oes.%0A%0A6.\n-     \n  If you \n@@ -3323,21 +3323,16 @@\n des.%0A%0A7.\n-     \n  Make th\n@@ -3493,21 +3493,16 @@\n are.%0A%0A8.\n-     \n  Strateg\n@@ -3861,21 +3861,16 @@\n lve.%0A%0A9.\n-     \n  Strateg\n@@ -4784,19 +4784,16 @@\n elp:%0A%0Aa.\n-   \n  Facilit\n@@ -4822,19 +4822,16 @@\n ancy%0A%0Ab.\n-   \n  Help to\n@@ -4888,20 +4888,16 @@\n team%0A%0Ac.\n-    \n  Ask com\n@@ -4957,19 +4957,16 @@\n elp.%0A%0Ad.\n-   \n  Join a \n@@ -5029,19 +5029,16 @@\n ing.%0A%0Ae.\n-   \n  Use for\n",
      "json_metadata": "{\"tags\":[\"business\",\"small\",\"strategy\",\"entrepreneur\"],\"app\":\"steemit/0.1\",\"format\":\"markdown\"}",
      "parent_author": "",
      "parent_permlink": "business",
      "permlink": "a-dozen-notes-on-strategic-thinking-for-smes",
      "title": "A dozen notes on strategic thinking for SMEs"
    }
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  "timestamp": "2017-10-19T17:34:15",
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