Yeah, the diagnosis is really weak. Superbly weak actually. "<X> is not easy to use" has zero insight and takes no stand. It's a flimsy, worn-out string to conn

Yeah, the diagnosis is really weak. Superbly weak actually. "<X> is not easy to use" has zero insight and takes no stand. It's a flimsy, worn-out string to connect the dots; the upside is that any stakeholder can grasp it and no one can strangle you with it. Also, the pattern of "diagnosis, guiding policy, coherent action" is copy-pasted from the book "Good Strategy, Bad Strategy"[1]. I've seen this internally at companies and even though the article is a great read, the application leaves much to be desired. [1] https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-perils-of-bad-strategy https://www.mckinsey.com/capabilities/strategy-and-corporate...