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This Is Strategy: Make Better Plans
An essential guide to thinking strategically in a complex, ever-changing world.
From Seth Godin, one of the world's most influential business thinkers and bestselling author of This is Marketing, comes a groundbreaking guide to creating meaningful change in a complex world.
Are you tired of quick fixes and short-term thinking? Do you want to make a lasting impact but feel stuck in outdated systems? This is Strategy is a modern classic – a must-read for anyone seeking to drive positive change, whether you’re revolutionizing an industry, sparking a movement, or building a career.
Godin challenges you
- Identify your "smallest viable audience" and make remarkable work they can't ignore
- Understand and influence the systems shaping our world
- Prioritize long-term thinking over instant gratification
- Make smart, purposeful choices that shape a better tomorrow
With Godin's trademark clarity and insight, This is Strategy provides a framework for effective and elegant strategic thinking, offering essential building blocks to turn vision into reality. It’s a rallying cry for doing work that matters.
Whether you're an entrepreneur, a leader, or an individual with big dreams, this book will inspire you to think bigger, act bolder and make a difference.
Strategy turns our effort into impact. Your journey starts here
From Seth Godin, one of the world's most influential business thinkers and bestselling author of This is Marketing, comes a groundbreaking guide to creating meaningful change in a complex world.
Are you tired of quick fixes and short-term thinking? Do you want to make a lasting impact but feel stuck in outdated systems? This is Strategy is a modern classic – a must-read for anyone seeking to drive positive change, whether you’re revolutionizing an industry, sparking a movement, or building a career.
Godin challenges you
- Identify your "smallest viable audience" and make remarkable work they can't ignore
- Understand and influence the systems shaping our world
- Prioritize long-term thinking over instant gratification
- Make smart, purposeful choices that shape a better tomorrow
With Godin's trademark clarity and insight, This is Strategy provides a framework for effective and elegant strategic thinking, offering essential building blocks to turn vision into reality. It’s a rallying cry for doing work that matters.
Whether you're an entrepreneur, a leader, or an individual with big dreams, this book will inspire you to think bigger, act bolder and make a difference.
Strategy turns our effort into impact. Your journey starts here
256 pages, Paperback
Published October 22, 2024
1071 people are currently reading
2894 people want to read
About the author
Seth Godin
164 books6,566 followersSeth W. Godin, also known as "F. X. Nine", is an American author and a former dot com business executive.
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Displaying 1 - 30 of 110 reviews
November 12, 2024
Perhaps it’s a function of the advanced ebook version, but the singular thought I couldn’t shake was:
“This is a series of interesting thoughts on strategy that was compiled…without any strategy!”
“This is a series of interesting thoughts on strategy that was compiled…without any strategy!”
November 15, 2024
This book represents everything that is wrong with non-fiction books these days. Zero editing work, zero structure, just random bits of information assembled worse than a reddit post. The author simply doesn’t respect his readers if he publishes a work of this quality (thanks for at least admitting this was AI-aided, although that was obvious too).
Even while reading this book I had at least 5 ideas on how it could be better structured and assembled for the reader, but the author didn’t bother with it at all, assuming the reader will do all the heavy lifting of constructing meaning out of these completely random pieces of information.
Even while reading this book I had at least 5 ideas on how it could be better structured and assembled for the reader, but the author didn’t bother with it at all, assuming the reader will do all the heavy lifting of constructing meaning out of these completely random pieces of information.
December 23, 2024
Review of This is Strategy by Seth Godin
Seth Godin’s This is Strategy is a masterclass in challenging conventional thinking. This book is thought-provoking and filled with “aha” moments that will push you to rethink how strategies are built, executed, and adapted in a rapidly changing world.
Godin does an exceptional job of breaking down the mechanics of what makes strategies effective, why they sometimes fail, and—most importantly—why they matter. His insights are clear, engaging, and backed by examples that resonate on both a personal and professional level.
What sets this book apart is its ability to provoke self-reflection. Godin doesn’t just hand you a blueprint for success; he challenges you to think critically about your approach to problem-solving and decision-making. Whether you’re a seasoned strategist or new to the concept, this book is packed with tools and concepts that can reshape your thinking.
In the end, This is Strategy isn’t just about strategy—it’s about growth, adaptability, and purpose. It’s a must-read for anyone looking to create meaningful change in their organization, career, or life. Seth Godin has once again delivered a book that is as challenging as it is inspiring.
Seth Godin’s This is Strategy is a masterclass in challenging conventional thinking. This book is thought-provoking and filled with “aha” moments that will push you to rethink how strategies are built, executed, and adapted in a rapidly changing world.
Godin does an exceptional job of breaking down the mechanics of what makes strategies effective, why they sometimes fail, and—most importantly—why they matter. His insights are clear, engaging, and backed by examples that resonate on both a personal and professional level.
What sets this book apart is its ability to provoke self-reflection. Godin doesn’t just hand you a blueprint for success; he challenges you to think critically about your approach to problem-solving and decision-making. Whether you’re a seasoned strategist or new to the concept, this book is packed with tools and concepts that can reshape your thinking.
In the end, This is Strategy isn’t just about strategy—it’s about growth, adaptability, and purpose. It’s a must-read for anyone looking to create meaningful change in their organization, career, or life. Seth Godin has once again delivered a book that is as challenging as it is inspiring.
October 26, 2024
To abstract and disjointed to be readable
Let me start by saying that I love Seth Godin. His thinking and his writing. I’ve read pretty much all of his books and one of my favorite books is The Icarus Deception.
As soon as I heard that he was publishing a new book, I headed to Amazon and pre-ordered it. I waited two months for this book to be released.
Unfortunately, this books is just not good.
As another reviewer has commented, it’s a book composed of 250+ individuals thoughts and ideas without any clear logic or continuity. The book is way too abstract and disjointed.
I struggle just to read the first 60 “chapters”, hoping that at some point it would get better but by 72 I’ve had enough and called it quit.
I’m disappointed. I’ll go re-read The Icarus Deception to try to get my spirits back up!
Let me start by saying that I love Seth Godin. His thinking and his writing. I’ve read pretty much all of his books and one of my favorite books is The Icarus Deception.
As soon as I heard that he was publishing a new book, I headed to Amazon and pre-ordered it. I waited two months for this book to be released.
Unfortunately, this books is just not good.
As another reviewer has commented, it’s a book composed of 250+ individuals thoughts and ideas without any clear logic or continuity. The book is way too abstract and disjointed.
I struggle just to read the first 60 “chapters”, hoping that at some point it would get better but by 72 I’ve had enough and called it quit.
I’m disappointed. I’ll go re-read The Icarus Deception to try to get my spirits back up!
February 8, 2025
Not much meat, just surface level ideas.
This was tough to get through. If it wasn't for listening to it while walking I probably wouldn't have finished. Another reviewer said it best: A book about strategy that doesn't really have any strategic structure put behind it. It felt like he filtered his blog posts by tags about strategy and hit print.
This was tough to get through. If it wasn't for listening to it while walking I probably wouldn't have finished. Another reviewer said it best: A book about strategy that doesn't really have any strategic structure put behind it. It felt like he filtered his blog posts by tags about strategy and hit print.
February 18, 2025
This is a list, not a book. Empty calories.
December 10, 2024
Connected a lot of dots around strategy for me. If you're looking for answers, Seth Godin is likely not for you. If you're looking to have your thoughts provoked and make new connections, then this is for you.
February 12, 2025
I think Seth Godin is a national treasure, and I love the 3 books I read by him before this. As usual, the information is good and inspiring. That said, I don't know if my issue is that it's the first of his books I read on my phone's kindle app rather than as an audiobook or hardcover, or if it's the first time I've read one of his books since I subscribed to his daily blog, but I was a little disappointed in the flow of the book. It basically reads like a collection of blog posts, which are great for a one-a-day nugget of info but not great when it wanders all over the place never, to me, actually spelling out how to make better plans, at least not in a way my brain could make of great use. As a collection of blog posts, this is good, but I would recommend this least of the books I've read by him so far, and more highly recommend any podcast interview where he appears as a guest talking about this instead.
January 8, 2025
A book on “strategy” with zero strategy. This is probably the worst book from Godin that I’ve read. I find him helpful in so many ways but this one falls flat. It is full of unconnected riffs of various ideas, which have little to do with strategy in any meaningful sense.
May 6, 2025
Some gems in here, but overall felt a bit dry and scattered.
January 12, 2025
Strategy is a better plan + 297 thought-provoking “riffs”
Notes:
- Strategy isn’t about rigid plans or fixed formulas; rather it’s a way of thinking that evolves, interacts with others, and adapts to systems.
- Without this sense of direction, it’s easy to get stuck merely reacting to events, rather than making real progress.
- The key to effective strategy is understanding what drives the people involved. People often act based on their need for connection, recognition, or safety. Whether you’re designing a product, organizing a team, or deciding how to present an idea, these motivations are central to how others respond.
- Strategy is what shapes the overall framework, setting long-term priorities and laying a foundation for action. Tactics, on the other hand, focus on specific steps to address immediate problems.
- while systems create stability and consistency, they also resist change.
- systems aren’t just about efficiency. They’re also cultural.
- Feedback loops are key here. Positive feedback amplifies certain behaviors or outcomes, while negative feedback reins things in, creating stability.
- Toxic systems endure because they reward harmful behaviors. Take corporations that prioritize short-term profits. These systems incentivize decisions that harm the environment or communities, yet they survive because the rewards – like stock performance – keep stakeholders invested. Changing such systems requires finding leverage points.
- people are drawn to what feels familiar or aligns with their identity, which is why strategies that resonate with cultural norms often succeed.
- It’s not enough to have a good idea – you need methods that show you where to focus your energy, how to make decisions, and what steps to take next. Tools like frameworks, clear goal-setting, and feedback loops help you stay on track and turn plans into measurable results.
- A positioning grid, for example, uses a two-by-two chart to compare products or ideas along two key dimensions, like price and quality.
- Saying, “We want to be the market leader,” isn’t a strategy – it’s an aspiration.
Sometimes, a system’s cultural influence can be powerful enough to reshape entire industries. For instance, US News & World Report rankings changed the landscape of college admissions. By publishing comparative rankings, they introduced a competitive framework that colleges couldn’t ignore. Institutions adapted their policies specifically to climb the list, even if those changes didn’t necessarily improve education.
Cultural systems also persist because they shape how people see themselves and others. Shared beliefs, like the value of exclusivity or tradition, create a sense of belonging that reinforces the system.
Every culture has tension points, where the status quo can be challenged. Shifting how people think about metrics, or redefining what they value, can turn cultural forces into allies. Strategy that engages with these dynamics doesn’t just work within a system; it reshapes it by showing people a better way forward.
Testing and feedback loops are essential for refining your strategy. Pilot programs, experiments, or small-scale launches let you gather real-world insights without overcommitting. This approach also encourages innovation, while minimizing risk and fear of failure. For instance, a startup testing a new product feature with a small group of users can learn what works, then adjust before scaling up. These cycles of testing and adjustment turn strategy into a dynamic, evolving process that adapts to changing conditions and creates stronger results.
Resistance to change is also a significant obstacle. People often resist new ideas or systems, not because they’re bad, but because they disrupt familiar routines. This resistance can stall progress, especially if the benefits of the change aren’t clear. Engaging people in the process and communicating the reasons behind the change can help ease the transition.
No strategy will ever be perfect, but strategies that adapt through action often outperform those stuck in endless planning.
Scaling change requires starting small.
Systems often show their weaknesses at friction points – places where inefficiencies or outdated practices create roadblocks. These moments are opportunities for innovation. Think about how digitizing healthcare records replaced slow, error-prone paperwork with faster, more accurate processes. By addressing these bottlenecks, systems can evolve to meet today’s needs more effectively.
What does it take to stay relevant as the world changes? Long-term strategic vision requires balancing immediate decisions with their impact on the future. By maintaining this perspective, you ensure today’s actions support sustainable success.
Adapting to change strengthens any long-term strategy.
Quotes:
- “The strategy gets better as you grow. Anyone can sprint, but elegant strategies are something that you can maintain. • Systemic advantage defeats heroic effort. Heroic effort is thrilling, but long-term elegant strategies rarely require miracles on a daily basis. • They’re simple to explain and difficult to stick to. Over time, the pressures to vary from the elegant strategy increases—a thousand little compromises that eventually lead to mediocrity.”
- Strategy is a better plan
- Who are we here to serve? • What is the change we seek to make? • What are our resources? • What is the genre we’re working in? • Who has done something like this before me? • What systems are in play? • Am I changing someone’s status? • Why would anyone voluntarily choose to be part of this work? • What will they tell their colleagues? • Who gains in status, affiliation and power by supporting this work? • Will early support translate into more support later? • Where is the network effect? • What do I need to learn to make this work? • Who do I need to work with? • Where is the dip and when should I quit? • What will I do if it doesn’t work out? • How much is enough?
- “The best employers don’t recruit at the placement office, and the most worthwhile projects aren’t always obvious.”
- “Tasks fill our days, but strategies determine whether we’ve wasted our effort. Effort is often part of our work, but effort by itself is not a strategy.”
Notes:
- Strategy isn’t about rigid plans or fixed formulas; rather it’s a way of thinking that evolves, interacts with others, and adapts to systems.
- Without this sense of direction, it’s easy to get stuck merely reacting to events, rather than making real progress.
- The key to effective strategy is understanding what drives the people involved. People often act based on their need for connection, recognition, or safety. Whether you’re designing a product, organizing a team, or deciding how to present an idea, these motivations are central to how others respond.
- Strategy is what shapes the overall framework, setting long-term priorities and laying a foundation for action. Tactics, on the other hand, focus on specific steps to address immediate problems.
- while systems create stability and consistency, they also resist change.
- systems aren’t just about efficiency. They’re also cultural.
- Feedback loops are key here. Positive feedback amplifies certain behaviors or outcomes, while negative feedback reins things in, creating stability.
- Toxic systems endure because they reward harmful behaviors. Take corporations that prioritize short-term profits. These systems incentivize decisions that harm the environment or communities, yet they survive because the rewards – like stock performance – keep stakeholders invested. Changing such systems requires finding leverage points.
- people are drawn to what feels familiar or aligns with their identity, which is why strategies that resonate with cultural norms often succeed.
- It’s not enough to have a good idea – you need methods that show you where to focus your energy, how to make decisions, and what steps to take next. Tools like frameworks, clear goal-setting, and feedback loops help you stay on track and turn plans into measurable results.
- A positioning grid, for example, uses a two-by-two chart to compare products or ideas along two key dimensions, like price and quality.
- Saying, “We want to be the market leader,” isn’t a strategy – it’s an aspiration.
Sometimes, a system’s cultural influence can be powerful enough to reshape entire industries. For instance, US News & World Report rankings changed the landscape of college admissions. By publishing comparative rankings, they introduced a competitive framework that colleges couldn’t ignore. Institutions adapted their policies specifically to climb the list, even if those changes didn’t necessarily improve education.
Cultural systems also persist because they shape how people see themselves and others. Shared beliefs, like the value of exclusivity or tradition, create a sense of belonging that reinforces the system.
Every culture has tension points, where the status quo can be challenged. Shifting how people think about metrics, or redefining what they value, can turn cultural forces into allies. Strategy that engages with these dynamics doesn’t just work within a system; it reshapes it by showing people a better way forward.
Testing and feedback loops are essential for refining your strategy. Pilot programs, experiments, or small-scale launches let you gather real-world insights without overcommitting. This approach also encourages innovation, while minimizing risk and fear of failure. For instance, a startup testing a new product feature with a small group of users can learn what works, then adjust before scaling up. These cycles of testing and adjustment turn strategy into a dynamic, evolving process that adapts to changing conditions and creates stronger results.
Resistance to change is also a significant obstacle. People often resist new ideas or systems, not because they’re bad, but because they disrupt familiar routines. This resistance can stall progress, especially if the benefits of the change aren’t clear. Engaging people in the process and communicating the reasons behind the change can help ease the transition.
No strategy will ever be perfect, but strategies that adapt through action often outperform those stuck in endless planning.
Scaling change requires starting small.
Systems often show their weaknesses at friction points – places where inefficiencies or outdated practices create roadblocks. These moments are opportunities for innovation. Think about how digitizing healthcare records replaced slow, error-prone paperwork with faster, more accurate processes. By addressing these bottlenecks, systems can evolve to meet today’s needs more effectively.
What does it take to stay relevant as the world changes? Long-term strategic vision requires balancing immediate decisions with their impact on the future. By maintaining this perspective, you ensure today’s actions support sustainable success.
Adapting to change strengthens any long-term strategy.
Quotes:
- “The strategy gets better as you grow. Anyone can sprint, but elegant strategies are something that you can maintain. • Systemic advantage defeats heroic effort. Heroic effort is thrilling, but long-term elegant strategies rarely require miracles on a daily basis. • They’re simple to explain and difficult to stick to. Over time, the pressures to vary from the elegant strategy increases—a thousand little compromises that eventually lead to mediocrity.”
- Strategy is a better plan
- Who are we here to serve? • What is the change we seek to make? • What are our resources? • What is the genre we’re working in? • Who has done something like this before me? • What systems are in play? • Am I changing someone’s status? • Why would anyone voluntarily choose to be part of this work? • What will they tell their colleagues? • Who gains in status, affiliation and power by supporting this work? • Will early support translate into more support later? • Where is the network effect? • What do I need to learn to make this work? • Who do I need to work with? • Where is the dip and when should I quit? • What will I do if it doesn’t work out? • How much is enough?
- “The best employers don’t recruit at the placement office, and the most worthwhile projects aren’t always obvious.”
- “Tasks fill our days, but strategies determine whether we’ve wasted our effort. Effort is often part of our work, but effort by itself is not a strategy.”
January 12, 2025
Seth Godin's "This Is Strategy: Make Better Plans" offers a deep exploration of what it means to develop effective strategies that adapt, evolve, and thrive. Moving beyond rigid frameworks and traditional models, the book emphasizes clarity, adaptability, and alignment with systems as the foundation of strategic success. Through 297 concise insights, Godin reframes strategy not as a fixed plan but as a dynamic way of thinking that balances immediate actions with long-term goals while addressing the challenges posed by social and cultural dynamics.
The cornerstone of any effective strategy lies in clarity—understanding what matters most and aligning actions with those priorities. Strategy isn’t just about planning; it’s about making deliberate choices that lead to meaningful outcomes. By focusing on long-term objectives, strategy provides direction and purpose, preventing the common pitfall of reactive decision-making. Godin underscores the importance of understanding the motivations of the people involved, as connection, recognition, and safety often shape behavior. Strategies that resonate with these motivations have the power to create lasting impact, whether in product design, team dynamics, or communication.
Godin differentiates strategy from tactics by highlighting their respective roles: strategy establishes the overarching framework and priorities, while tactics execute specific actions within that framework. For instance, while strategy might determine the markets to target during a business expansion, tactics involve selecting advertising channels or negotiating partnerships. Without a clear strategy, tactics lack focus and fail to achieve sustainable success.
Every strategy operates within systems—whether industries, markets, or cultural norms—that provide structure and stability. However, these systems also resist change, posing a challenge for strategists. Understanding how systems work, from feedback loops to leverage points, allows for impactful interventions. Positive feedback loops amplify progress, while negative loops maintain stability. However, delayed or distorted feedback can lead systems astray, as seen in responses to climate change warnings. Toxic systems, sustained by rewarding harmful behaviors, require innovative approaches to reform. For example, Tony’s Chocolonely addressed ethical concerns in the chocolate industry by aligning with consumer values rather than attempting to overhaul the system entirely.
Cultural and social dynamics are equally critical in shaping strategy. Every decision interacts with the values and expectations of those it impacts. Strategies that align with cultural norms and identities are more likely to succeed. Godin illustrates how systems, like college ranking metrics or sustainability indexes, can reshape industries by influencing perceptions and behaviors. Even small adjustments in visibility or metrics can drive significant change, such as providing consumers with tools to evaluate the sustainability of products. By engaging with cultural dynamics, strategists can challenge the status quo and introduce better alternatives.
Strategic action relies on tools and frameworks that simplify complexity and provide clarity. From positioning grids to SWOT analyses, these frameworks help identify gaps and refine approaches. Measurable goals, as opposed to vague aspirations, are essential for tracking progress and aligning teams. Godin emphasizes the importance of focus, urging strategists to say no to distractions that dilute efforts. Testing and feedback loops are integral to refining strategies in real time, allowing for continuous improvement while mitigating risks.
However, executing strategy isn’t without challenges. Misconceptions, such as confusing goals with strategy or prioritizing short-term wins, often derail progress. Resistance to change, both at individual and systemic levels, can also stall initiatives. Addressing these barriers early, through clear communication and engagement, strengthens strategic efforts. Godin advises against analysis paralysis, advocating for action and adaptability over perfect plans. Challenges, when met with clarity and focus, become opportunities for growth.
Systems offer a powerful avenue for scaling meaningful change when approached strategically. Instead of fighting against established structures, aligning with their strengths and finding leverage points creates less resistance and more impact. Testing ideas on a small scale allows for refinement before scaling up, while collaboration ensures that change is sustainable. Godin highlights the importance of addressing friction points within systems—inefficiencies or outdated practices that block progress—and leveraging them as opportunities for innovation.
The book concludes by emphasizing the need for a sustainable long-term vision. Maintaining relevance in a changing world requires foresight, disciplined decision-making, and adaptability. Companies that anticipate trends, like investing early in renewable energy, position themselves ahead of competitors and align with emerging consumer and regulatory demands. Staying committed to long-term goals, even when faced with short-term pressures, ensures that every action strengthens the foundation for future success.
In "This Is Strategy", Seth Godin provides a comprehensive guide to creating strategies that endure and adapt. By focusing on clarity, leveraging systems, and understanding cultural dynamics, strategists can move beyond rigid formulas to craft plans that thrive in complexity. Tools like frameworks, feedback loops, and prioritization refine strategies in real time, while addressing barriers like resistance to change strengthens execution. Ultimately, Godin’s insights show how strategic thinking can drive sustainable success in an interconnected, ever-evolving world.
The cornerstone of any effective strategy lies in clarity—understanding what matters most and aligning actions with those priorities. Strategy isn’t just about planning; it’s about making deliberate choices that lead to meaningful outcomes. By focusing on long-term objectives, strategy provides direction and purpose, preventing the common pitfall of reactive decision-making. Godin underscores the importance of understanding the motivations of the people involved, as connection, recognition, and safety often shape behavior. Strategies that resonate with these motivations have the power to create lasting impact, whether in product design, team dynamics, or communication.
Godin differentiates strategy from tactics by highlighting their respective roles: strategy establishes the overarching framework and priorities, while tactics execute specific actions within that framework. For instance, while strategy might determine the markets to target during a business expansion, tactics involve selecting advertising channels or negotiating partnerships. Without a clear strategy, tactics lack focus and fail to achieve sustainable success.
Every strategy operates within systems—whether industries, markets, or cultural norms—that provide structure and stability. However, these systems also resist change, posing a challenge for strategists. Understanding how systems work, from feedback loops to leverage points, allows for impactful interventions. Positive feedback loops amplify progress, while negative loops maintain stability. However, delayed or distorted feedback can lead systems astray, as seen in responses to climate change warnings. Toxic systems, sustained by rewarding harmful behaviors, require innovative approaches to reform. For example, Tony’s Chocolonely addressed ethical concerns in the chocolate industry by aligning with consumer values rather than attempting to overhaul the system entirely.
Cultural and social dynamics are equally critical in shaping strategy. Every decision interacts with the values and expectations of those it impacts. Strategies that align with cultural norms and identities are more likely to succeed. Godin illustrates how systems, like college ranking metrics or sustainability indexes, can reshape industries by influencing perceptions and behaviors. Even small adjustments in visibility or metrics can drive significant change, such as providing consumers with tools to evaluate the sustainability of products. By engaging with cultural dynamics, strategists can challenge the status quo and introduce better alternatives.
Strategic action relies on tools and frameworks that simplify complexity and provide clarity. From positioning grids to SWOT analyses, these frameworks help identify gaps and refine approaches. Measurable goals, as opposed to vague aspirations, are essential for tracking progress and aligning teams. Godin emphasizes the importance of focus, urging strategists to say no to distractions that dilute efforts. Testing and feedback loops are integral to refining strategies in real time, allowing for continuous improvement while mitigating risks.
However, executing strategy isn’t without challenges. Misconceptions, such as confusing goals with strategy or prioritizing short-term wins, often derail progress. Resistance to change, both at individual and systemic levels, can also stall initiatives. Addressing these barriers early, through clear communication and engagement, strengthens strategic efforts. Godin advises against analysis paralysis, advocating for action and adaptability over perfect plans. Challenges, when met with clarity and focus, become opportunities for growth.
Systems offer a powerful avenue for scaling meaningful change when approached strategically. Instead of fighting against established structures, aligning with their strengths and finding leverage points creates less resistance and more impact. Testing ideas on a small scale allows for refinement before scaling up, while collaboration ensures that change is sustainable. Godin highlights the importance of addressing friction points within systems—inefficiencies or outdated practices that block progress—and leveraging them as opportunities for innovation.
The book concludes by emphasizing the need for a sustainable long-term vision. Maintaining relevance in a changing world requires foresight, disciplined decision-making, and adaptability. Companies that anticipate trends, like investing early in renewable energy, position themselves ahead of competitors and align with emerging consumer and regulatory demands. Staying committed to long-term goals, even when faced with short-term pressures, ensures that every action strengthens the foundation for future success.
In "This Is Strategy", Seth Godin provides a comprehensive guide to creating strategies that endure and adapt. By focusing on clarity, leveraging systems, and understanding cultural dynamics, strategists can move beyond rigid formulas to craft plans that thrive in complexity. Tools like frameworks, feedback loops, and prioritization refine strategies in real time, while addressing barriers like resistance to change strengthens execution. Ultimately, Godin’s insights show how strategic thinking can drive sustainable success in an interconnected, ever-evolving world.
July 5, 2025
Anybody wants to join an early preorder with me? https://seths.blog/2024/09/celebratin...
March 5, 2025
Case: You are a corporate strategic planner – someone immersed in defining a future for your organization. But lately, you haven’t been challenged to think differently. "This is Strategy" offers you a unique opportunity.
If you have glanced at the reviews for the book, you probably noticed a spike of one-star ratings.
Given my 5-star rating among others, how can you reconcile the wide gap? You’d probably like to do so before committing precious time and energy.
Here are three reasons to acquire this book and use it as a catalyst for your professional growth.
1) The content is deep. As a long-term strategic planning facilitator, my work confronts issues that most executive teams skim over in their customary short-term, emergency-driven thinking. Getting them to think about abstract questions for long hours at a time, in a face-to-face session with their peers isn’t easy.
Yet, strategic thinking is essential to the future of the company. And the reasons it should be done is where this book starts.
Godin describes this as a philosophy book. In fact, the first “riff” (i.e. chapter) is titled “Strategy is a Philosophy of Becoming.”
“Who we will become, who will we be of service to, and who will they help others to become”.
This is strategy.
For some, this will be a reason to drop the book and stop reading. But as you may know, there are significant obstacles to the aspiration stated above.
Some are practical, and there are lots of books which focus on taking the right steps, in the proper sequence, using the best frameworks to produce a strategic plan. If that’s what you want, look elsewhere. There’s lots of stuff out there on the Balanced Scorecard, PESTER, SWOT, 5-Forces, etc.
Instead, there are deeper reasons why Kodak, Blockbuster and Nokia lost their way. And why Intel seems to be doing the same in 2025, in slow motion. Seth is trying to get at the heart of the matter and he does so by going deeper than almost any book I have read on the topic.
So, if you are someone interested in the craft of strategic planning…the philosophic intent, you are in the right place.
2) The book’s structure is strikingly different from any other book on the topic. There are 297 chapters.
And each one is set up as a discrete “thought provoker”.
As such, this is no linear how-to.
Instead, it’s more like a book of daily meditations that builds on itself in a way that I must believe is unique for each reader. Depending on your current way of thinking, some parts will seem trite, others vaguely familiar and a few heretical.
But that’s OK. The point is not indoctrination.
Instead, he implies that if you buy into the notion of strategy as “Becoming” then this translates into certain aspirations, limits and obligations. Furthermore, these are inescapable.
As strategists we probably know what this means, for there was a time when we had a novice’s understanding of strategy. Now, we look back at who we were and smile. We had no idea of the world that we take for granted today, as we work with organizations (or government, countries etc.) in their quest to Become.
Seth gets it – and he’s the first to offer questions that take us into a range of topics that we can recognize. Even if we never find anyone else who gets it as well, we can still use these for self-study and reflection.
3) But this is no pie in the sky, abstract reasoning. There are four threads the book is built around: systems, empathy, games and time. Mastery of strategic planning requires a comprehension of how they work apart, and together.
They show up in practical ways. I am using snippets from one chapter in a meeting next week to help my audience of CEOs appreciate some ideas which I have found hard to language.
This language is a precursor to the words I’ll develop on my own eventually, but This is Strategy has given me a starting point to articulate some vaguely held ideas.
As strategic planners, this is what we do every day. Arguably, someone did this job effectively with Fujifilm in 2001. Someone else failed to do this with Kodak.
If you have read this far, you are probably a person who spends a great deal of time trying to produce Fujifilms, and prevent Kodaks. You may lead up a company, or consult. But as you go about your work, you may be nagged by the thought that, given the high stakes: “I need to get this right.”
The point of the book is that to super-charge your commitment. You need language and a philosophy, and just a little bit of help, a nudge, to spur your thinking.
In summary – This is Strategy consists of 297 nudges which add up to a fresh, new possibility for you, in your way of engaging in strategic thinking.
Francis Wade
If you have glanced at the reviews for the book, you probably noticed a spike of one-star ratings.
Given my 5-star rating among others, how can you reconcile the wide gap? You’d probably like to do so before committing precious time and energy.
Here are three reasons to acquire this book and use it as a catalyst for your professional growth.
1) The content is deep. As a long-term strategic planning facilitator, my work confronts issues that most executive teams skim over in their customary short-term, emergency-driven thinking. Getting them to think about abstract questions for long hours at a time, in a face-to-face session with their peers isn’t easy.
Yet, strategic thinking is essential to the future of the company. And the reasons it should be done is where this book starts.
Godin describes this as a philosophy book. In fact, the first “riff” (i.e. chapter) is titled “Strategy is a Philosophy of Becoming.”
“Who we will become, who will we be of service to, and who will they help others to become”.
This is strategy.
For some, this will be a reason to drop the book and stop reading. But as you may know, there are significant obstacles to the aspiration stated above.
Some are practical, and there are lots of books which focus on taking the right steps, in the proper sequence, using the best frameworks to produce a strategic plan. If that’s what you want, look elsewhere. There’s lots of stuff out there on the Balanced Scorecard, PESTER, SWOT, 5-Forces, etc.
Instead, there are deeper reasons why Kodak, Blockbuster and Nokia lost their way. And why Intel seems to be doing the same in 2025, in slow motion. Seth is trying to get at the heart of the matter and he does so by going deeper than almost any book I have read on the topic.
So, if you are someone interested in the craft of strategic planning…the philosophic intent, you are in the right place.
2) The book’s structure is strikingly different from any other book on the topic. There are 297 chapters.
And each one is set up as a discrete “thought provoker”.
As such, this is no linear how-to.
Instead, it’s more like a book of daily meditations that builds on itself in a way that I must believe is unique for each reader. Depending on your current way of thinking, some parts will seem trite, others vaguely familiar and a few heretical.
But that’s OK. The point is not indoctrination.
Instead, he implies that if you buy into the notion of strategy as “Becoming” then this translates into certain aspirations, limits and obligations. Furthermore, these are inescapable.
As strategists we probably know what this means, for there was a time when we had a novice’s understanding of strategy. Now, we look back at who we were and smile. We had no idea of the world that we take for granted today, as we work with organizations (or government, countries etc.) in their quest to Become.
Seth gets it – and he’s the first to offer questions that take us into a range of topics that we can recognize. Even if we never find anyone else who gets it as well, we can still use these for self-study and reflection.
3) But this is no pie in the sky, abstract reasoning. There are four threads the book is built around: systems, empathy, games and time. Mastery of strategic planning requires a comprehension of how they work apart, and together.
They show up in practical ways. I am using snippets from one chapter in a meeting next week to help my audience of CEOs appreciate some ideas which I have found hard to language.
This language is a precursor to the words I’ll develop on my own eventually, but This is Strategy has given me a starting point to articulate some vaguely held ideas.
As strategic planners, this is what we do every day. Arguably, someone did this job effectively with Fujifilm in 2001. Someone else failed to do this with Kodak.
If you have read this far, you are probably a person who spends a great deal of time trying to produce Fujifilms, and prevent Kodaks. You may lead up a company, or consult. But as you go about your work, you may be nagged by the thought that, given the high stakes: “I need to get this right.”
The point of the book is that to super-charge your commitment. You need language and a philosophy, and just a little bit of help, a nudge, to spur your thinking.
In summary – This is Strategy consists of 297 nudges which add up to a fresh, new possibility for you, in your way of engaging in strategic thinking.
Francis Wade
November 20, 2024
A manifesto of vignettes, This Strategy proposes to distil in a concise and lucid fashion, strategies that would enable not just entrepreneurs, but also aspiring individuals to pursue their aspirations. Consisting of two-hundred and ninety-se slim Chapters, this latest book by American author and a former dot-com business executive, Seth Godin is a fast paced read interspersed with riveting real-life examples of both success and disaster in terms of strategy – or a lack of it.
Godin places emphasis on what he terms to be four ubiquitous and omnipresent elements, time, games, empathy, and systems. These interlocking quadrants feed on and support each other. Time plays a crucial role since strategies play out over time. The presence of multiple individuals/players each holding out a myriad of outcomes is representative of the facet of games. Empathy results in people not seeing what you see or not desiring the same things as what you want. Finally, systems that are created wherever there is a human element. Working together creates systems that may turn out to be enduring, if not ever lasting.
Throughout his book, Godin stresses upon the need for a strategist to focus upon serving the “smallest viable market.” While it is very tempting to succumb to the allure of scale in terms of number of customers, number of products sold and revenues generated, it is catering to the smallest viable market that would provide the necessary traction for the future. Successful businessmen and leaders are unrelenting in their quest to expend their efforts, time, and costs on a specific/niche group. Such groups not only enhance, exacerbate, and embellish the network effect, but also lead to fostering connections that are repetitive, meaningful, and virtuous.
The Corporate Industrial complex, according to Godin, always works overtime to buck the trends that rail against maintaining status quo. The system keeps drumming the metrics of market share and profits into the veins of many an unsuspecting and seasoned entrepreneur. However there have been instances where the system has been made malleable to move away from the conventional. Dutch journalist Tuen van de Keuken’s efforts to name and shame unscrupulous chocolate companies and complacent and complicit Governments, led to the establishment of Tony’s Chocolonely (since his was the only voice that was crying aloud). Today Chocolonely has garnered 20% of the Netherlands chocolate market.
Godin also cites the examples of acclaimed artists such as Andy Warhol, Rembrandt and Kehinde Wiley while elaborating three key ways in which efforts may be directed at a project: Chores and tasks, leverage, and emotional labour. Chores and tasks consist of the jobs to be performed by the project owners themselves. Leverage refers to the exact opposite. If resources need to be delineated and used judiciously, there needs to be outsourced functions that may be executed by people other than the project owners themselves. Finally, emotional labour deals with inculcating and assimilating new skills, identifying, and implementing real change. The artists referred to above followed this principle to the core. They not only built their own studios, and hired craftspeople, but also leveraged their skills by hiring others to contribute.
Godin also warns leaders to not get enmeshed in the entrapment of agreement and assent. A leader must know when to say “no” in the strictest and most uncompromising of terms. "When you say yes to everything, you end up doing nothing important," writes Godin. Repeatedly saying yes not just has the adverse impact of diluting projects but would also result in the vulnerable leader losing credibility in the eyes of his customers and the markets.
This is Strategy – a rousing nudge for the learned and the lay to not lose sight of strategy, irrespective of the type of business they may be engaged in.
Godin places emphasis on what he terms to be four ubiquitous and omnipresent elements, time, games, empathy, and systems. These interlocking quadrants feed on and support each other. Time plays a crucial role since strategies play out over time. The presence of multiple individuals/players each holding out a myriad of outcomes is representative of the facet of games. Empathy results in people not seeing what you see or not desiring the same things as what you want. Finally, systems that are created wherever there is a human element. Working together creates systems that may turn out to be enduring, if not ever lasting.
Throughout his book, Godin stresses upon the need for a strategist to focus upon serving the “smallest viable market.” While it is very tempting to succumb to the allure of scale in terms of number of customers, number of products sold and revenues generated, it is catering to the smallest viable market that would provide the necessary traction for the future. Successful businessmen and leaders are unrelenting in their quest to expend their efforts, time, and costs on a specific/niche group. Such groups not only enhance, exacerbate, and embellish the network effect, but also lead to fostering connections that are repetitive, meaningful, and virtuous.
The Corporate Industrial complex, according to Godin, always works overtime to buck the trends that rail against maintaining status quo. The system keeps drumming the metrics of market share and profits into the veins of many an unsuspecting and seasoned entrepreneur. However there have been instances where the system has been made malleable to move away from the conventional. Dutch journalist Tuen van de Keuken’s efforts to name and shame unscrupulous chocolate companies and complacent and complicit Governments, led to the establishment of Tony’s Chocolonely (since his was the only voice that was crying aloud). Today Chocolonely has garnered 20% of the Netherlands chocolate market.
Godin also cites the examples of acclaimed artists such as Andy Warhol, Rembrandt and Kehinde Wiley while elaborating three key ways in which efforts may be directed at a project: Chores and tasks, leverage, and emotional labour. Chores and tasks consist of the jobs to be performed by the project owners themselves. Leverage refers to the exact opposite. If resources need to be delineated and used judiciously, there needs to be outsourced functions that may be executed by people other than the project owners themselves. Finally, emotional labour deals with inculcating and assimilating new skills, identifying, and implementing real change. The artists referred to above followed this principle to the core. They not only built their own studios, and hired craftspeople, but also leveraged their skills by hiring others to contribute.
Godin also warns leaders to not get enmeshed in the entrapment of agreement and assent. A leader must know when to say “no” in the strictest and most uncompromising of terms. "When you say yes to everything, you end up doing nothing important," writes Godin. Repeatedly saying yes not just has the adverse impact of diluting projects but would also result in the vulnerable leader losing credibility in the eyes of his customers and the markets.
This is Strategy – a rousing nudge for the learned and the lay to not lose sight of strategy, irrespective of the type of business they may be engaged in.
January 22, 2025
Seth Godin's latest offering, "This Is Strategy: Make Better Plans," is a thought-provoking journey through the landscape of strategic thinking. Released in October 2024, this book has already made waves, earning the title of a National Bestseller and being named one of the Best Non-Fiction Books of 2024 by The Next Big Idea Book Club. Godin, known for his influential business insights, takes an unconventional route in presenting his ideas. Instead of a traditional linear narrative, the book is structured as a collection of 297 short essays, each serving as a "thought provoker.” This format creates a reading experience akin to a book of daily meditations, allowing readers to engage with the material in a deeply personal way.
The book challenges readers to:
- Identify their "smallest viable audience" and create remarkable work
- Understand and influence the systems shaping our world
- Prioritize long-term thinking over instant gratification
- Make smart, purposeful choices that shape a better tomorrow
Godin's definition of strategy as "the hard work of choosing what to do today to improve our tomorrow" sets the tone for the book's content. He adopts a systems perspective throughout, encouraging readers to look beyond quick fixes and short-term thinking. While many readers find the book inspiring and thought-provoking, it's not without its critics. Some reviewers have praised it as a "masterclass in challenging conventional thinking.” while others have found it "too abstract and disjointed.” The book's structure, consisting of numerous short chapters, has been both a point of praise and criticism. “This Is Strategy" isn't just about business; it's a call to action for anyone looking to create meaningful change in their organization, career, or life. Godin's trademark clarity shines through, offering readers a new lens through which to view their challenges and opportunities. As with many of Godin's works, this book doesn't provide step-by-step formulas. Instead, it offers a framework for strategic thinking, challenging readers to reconsider their approach to problem-solving and decision-making. It's a book that demands active engagement, pushing readers to think critically about their own strategies and methods. In conclusion, "This Is Strategy: Make Better Plans" is a quintessential Seth Godin book – provocative, insightful, and not afraid to challenge the status quo. Whether you're a long-time fan of Godin's work or new to his ideas, this book offers a fresh perspective on strategy that's bound to spark new thoughts and conversations. Just be prepared for a reading experience that's as unconventional as it is enlightening.
The book challenges readers to:
- Identify their "smallest viable audience" and create remarkable work
- Understand and influence the systems shaping our world
- Prioritize long-term thinking over instant gratification
- Make smart, purposeful choices that shape a better tomorrow
Godin's definition of strategy as "the hard work of choosing what to do today to improve our tomorrow" sets the tone for the book's content. He adopts a systems perspective throughout, encouraging readers to look beyond quick fixes and short-term thinking. While many readers find the book inspiring and thought-provoking, it's not without its critics. Some reviewers have praised it as a "masterclass in challenging conventional thinking.” while others have found it "too abstract and disjointed.” The book's structure, consisting of numerous short chapters, has been both a point of praise and criticism. “This Is Strategy" isn't just about business; it's a call to action for anyone looking to create meaningful change in their organization, career, or life. Godin's trademark clarity shines through, offering readers a new lens through which to view their challenges and opportunities. As with many of Godin's works, this book doesn't provide step-by-step formulas. Instead, it offers a framework for strategic thinking, challenging readers to reconsider their approach to problem-solving and decision-making. It's a book that demands active engagement, pushing readers to think critically about their own strategies and methods. In conclusion, "This Is Strategy: Make Better Plans" is a quintessential Seth Godin book – provocative, insightful, and not afraid to challenge the status quo. Whether you're a long-time fan of Godin's work or new to his ideas, this book offers a fresh perspective on strategy that's bound to spark new thoughts and conversations. Just be prepared for a reading experience that's as unconventional as it is enlightening.
April 7, 2025
Bisakah Kamu Melihat Sungainya?
Kita sering menyalahkan ikan karena berenang ke arah yang “salah”, tanpa melihat bahwa aliran sungainya memang ke sana.
Sistem bekerja seperti sungai—mengalirkan orang, pilihan, dan hasil ke arah tertentu.
Kalau kamu ingin mengubah hasilnya, kamu tak bisa hanya marah pada orang-orang di dalamnya.
Kamu harus melihat alirannya.
Bertanya:
Kenapa mereka memilih begitu?
Apa yang sedang mereka hindari?
Apa insentif yang mendorong mereka?
Apa yang sistem ini janjikan?
Sering kali, kita tidak perlu mendorong orang—cukup ubah alirannya, maka orang akan bergerak sendiri.
Sistem yang sukses menciptakan kenyamanan.
Dan kenyamanan adalah pengikat yang kuat.
Jadi kalau kamu ingin mengubah sistem, kamu harus menawarkan kenyamanan baru—bukan sekadar memarahi orang yang belum mau berubah.
Kalau kamu ingin membawa perubahan nyata, kamu harus paham:
mengubah sistem berarti mengubah hubungan, perasaan, kebiasaan, dan kekuasaan—bukan sekadar mengganti blo
Tapi sistem jarang berubah karena satu hal.
Mereka berubah karena serangkaian intervensi yang konsisten, cerdas, dan penuh empati
Strategi yang kuat sering kali tidak hanya menjawab pertanyaan.
Semua strategi yang hebat adalah campuran dari pengalaman, konteks, eksperimen, dan adaptasi.
Tapi di banyak sistem, “meteran”-nya tidak terlihat.
Kita bermain di dalam sistem tanpa tahu apa yang sebenarnya diukur, dihargai, atau diutamakan.
alau kamu menganggap semuanya murni soal logika dan kerja keras, kamu akan bingung saat melihat hasilnya tidak adil.
Tapi kalau kamu melihatnya sebagai permainan, kamu bisa mulai bertanya:
Apa aturannya?
Siapa yang menetapkannya?
Apa bisa diubah?
Strategi dimulai ketika kamu menyadari: ini permainan—dan kamu bisa memilih bagaimana memainkannya.Ia membentuk cara orang bertanya.
Ia membuat standar baru untuk apa yang pantas diperhatikan.
Bukan sekadar mengikuti permainan yang ada, tapi:
Menetapkan aturan baru,
Mengubah cara menang,
Mengajak orang lain bermain dengan cara berbeda.
Contohnya:
Setiap keputusan adalah investasi waktu.
Waktu kita terbatas, dan setiap pilihan yang kita buat—besar atau kecil—membawa kita ke satu versi masa depan.
Pertanyaannya bukan cuma:
“Apa yang harus aku lakukan?”
Tapi juga:
“Masa depan seperti apa yang sedang aku ciptakan?”
Kita sering menyalahkan ikan karena berenang ke arah yang “salah”, tanpa melihat bahwa aliran sungainya memang ke sana.
Sistem bekerja seperti sungai—mengalirkan orang, pilihan, dan hasil ke arah tertentu.
Kalau kamu ingin mengubah hasilnya, kamu tak bisa hanya marah pada orang-orang di dalamnya.
Kamu harus melihat alirannya.
Bertanya:
Kenapa mereka memilih begitu?
Apa yang sedang mereka hindari?
Apa insentif yang mendorong mereka?
Apa yang sistem ini janjikan?
Sering kali, kita tidak perlu mendorong orang—cukup ubah alirannya, maka orang akan bergerak sendiri.
Sistem yang sukses menciptakan kenyamanan.
Dan kenyamanan adalah pengikat yang kuat.
Jadi kalau kamu ingin mengubah sistem, kamu harus menawarkan kenyamanan baru—bukan sekadar memarahi orang yang belum mau berubah.
Kalau kamu ingin membawa perubahan nyata, kamu harus paham:
mengubah sistem berarti mengubah hubungan, perasaan, kebiasaan, dan kekuasaan—bukan sekadar mengganti blo
Tapi sistem jarang berubah karena satu hal.
Mereka berubah karena serangkaian intervensi yang konsisten, cerdas, dan penuh empati
Strategi yang kuat sering kali tidak hanya menjawab pertanyaan.
Semua strategi yang hebat adalah campuran dari pengalaman, konteks, eksperimen, dan adaptasi.
Tapi di banyak sistem, “meteran”-nya tidak terlihat.
Kita bermain di dalam sistem tanpa tahu apa yang sebenarnya diukur, dihargai, atau diutamakan.
alau kamu menganggap semuanya murni soal logika dan kerja keras, kamu akan bingung saat melihat hasilnya tidak adil.
Tapi kalau kamu melihatnya sebagai permainan, kamu bisa mulai bertanya:
Apa aturannya?
Siapa yang menetapkannya?
Apa bisa diubah?
Strategi dimulai ketika kamu menyadari: ini permainan—dan kamu bisa memilih bagaimana memainkannya.Ia membentuk cara orang bertanya.
Ia membuat standar baru untuk apa yang pantas diperhatikan.
Bukan sekadar mengikuti permainan yang ada, tapi:
Menetapkan aturan baru,
Mengubah cara menang,
Mengajak orang lain bermain dengan cara berbeda.
Contohnya:
Setiap keputusan adalah investasi waktu.
Waktu kita terbatas, dan setiap pilihan yang kita buat—besar atau kecil—membawa kita ke satu versi masa depan.
Pertanyaannya bukan cuma:
“Apa yang harus aku lakukan?”
Tapi juga:
“Masa depan seperti apa yang sedang aku ciptakan?”
never-finished
January 1, 2025This is not a book to read cover to cover. It would be better served if it was published one riff per page. The pages are not numbered, just the riffs are, which are lengths of a LinkedIn post (yes, they vary in length). Each riff is its own thought, and while they're mostly grouped with like-minded riffs, they don't all flow into each other. If there was one riff per page (in other words, each riff started at the top of a page), it would better convey the intent that you don't read this book like a novel. You could read it like a daily devotional (worshiping the gods of business, strategy, and progress) and pause to reflect on each riff. That's what would be useful. Also an index, not just a list of riffs by title (because the titles are not specific enough) so that you could find the riff relevant to your current thought or dilemma and jump right to it. There's no reason to read the book linearly, and what resonates with you today might be different than tomorrow, so the riffs could also bear re-reading in different contexts.
While the riffs have wisdom, they're also just spitballs of thoughts loosely connected by the theme of strategy. It feels like a "mail it in" kind of book, the kind only someone who's already made a name for themselves can get away with. The content and the book might have value in them, but not in the form of a conventional book, because how can one reasonable or logically consume it, other than to each day, pick a number and reflect on that riff? Not a typical approach to a book, for sure, thus my suggestion that it should have capitalized on the trend of celebs and self-improvement authors publishing journals and come out in that format instead.
While the riffs have wisdom, they're also just spitballs of thoughts loosely connected by the theme of strategy. It feels like a "mail it in" kind of book, the kind only someone who's already made a name for themselves can get away with. The content and the book might have value in them, but not in the form of a conventional book, because how can one reasonable or logically consume it, other than to each day, pick a number and reflect on that riff? Not a typical approach to a book, for sure, thus my suggestion that it should have capitalized on the trend of celebs and self-improvement authors publishing journals and come out in that format instead.
June 29, 2025
Seth Godin unleashes his beautiful mind and creates a 250-page aggregation of riffs on strategy. There are 297- one paragraph to three-page riffs in this book. This was a business book with no clear sections or chapters that was troubling at times to follow. The writer has a flow, but it is mostly known only to him unless you work hard to pick up on themes that are constant among sections of riffs placed together in the book.
For folks that read business books, it may be a tough read because I think in business books we tend to focus on the areas of the book that are of particular interest that can easily be found. As a reader, it is incumbent on you to really dig in and focus on all of the riffs. If you do, you will find many golden nuggets, such as:
>Dorothy from Wizard of Oz was successful because: "She created conditions where the others could get what they wanted by joining her."
> About systems and fighting them: You need to figure out who benefits now- that will point to the folks that want the system to persist.
> Strategy; Strategy is a flexible plan that guides as we seek to create change. Successful people figure out how to trade their time and their effort for the change they seek to make in the world.
This was my 5th Seth Godin book that I have read, and it was probably the most work, but it also provided many great insights about strategy.
Dig in if you have the energy.
Best, Brian
For folks that read business books, it may be a tough read because I think in business books we tend to focus on the areas of the book that are of particular interest that can easily be found. As a reader, it is incumbent on you to really dig in and focus on all of the riffs. If you do, you will find many golden nuggets, such as:
>Dorothy from Wizard of Oz was successful because: "She created conditions where the others could get what they wanted by joining her."
> About systems and fighting them: You need to figure out who benefits now- that will point to the folks that want the system to persist.
> Strategy; Strategy is a flexible plan that guides as we seek to create change. Successful people figure out how to trade their time and their effort for the change they seek to make in the world.
This was my 5th Seth Godin book that I have read, and it was probably the most work, but it also provided many great insights about strategy.
Dig in if you have the energy.
Best, Brian
January 4, 2025
If this is your first timer reading Seth godin welcome to stuff that many of us already know. If you are a freaking flyer of seths then you kind of know what you're going to get with this book. I have seen some reviews that have not been fluttering. Some people are upset but I think what the issue is is that it's not written in a way. Todd, I don't want to say it's not easy but it's not as formulaic as other books in this genre. Each chapter is short and to be digested individually and then the whole book. You don't have to sit and read through everything in one. You know chronological order. You can pick and choose kind of like the buffet, take what you like and then leave the rest. I think this is a book that you come back to multiple times. I did read it all the way through. Not in one sitting but I did read it all the way through and I will have this at the handy for me when I need some. I don't want to say inspiration but when I need a little guidance and things that I'm doing in projects that I'm doing so again, if you're new to Seth, this isn't the usual why Seth does it. But I do like this approach because you can keep on going back to it for me. That's where the value in this book is. It's not a one and done read. It's a reference book that you go back to continually so I hope you all enjoy it and I am signing off for now cuz I have to go make a ruckus
December 1, 2024
Seth Godin sets out 297 ideas about making better plans. I'm still not certain if these 297 ideas are totally and completely unique. Surely there must be some duplicated ideas in that large group. And, my real concern is where and how do I start making better plans? Number one really does seem reasonable: "strategy is a philosophy of becoming." But, then number 297 threw me completely for a loop: "questions that lead to strategies." There are about five full pages of such strategy-seeking questions to ask. I really do guess my main thought after reading this book is that my old well-worn strategy-devising methods may have served me some good over my adult life. But, my old methods included a heaping dose of procrastination, indecision, consternation, and self-imposed doubt. My old method got me through college, graduate school, law school, and a satisfying series of challenging employment. My life's biography title could read this way: "misunderstood options, poor choices made, yet standing erect at retirement." Godin may have the genuine prescription so often found with the experienced business consultant. My own life experience served me well. I guess Iwon't adopt many of his many suggestion.
October 13, 2024
Disclosure: Many thanks to Netgalley, the author and the publisher of my ARC. All opinions are my own. All opinions are 100% my own.
I’ve been a fan of Seth Godwin’s for some time now. He has always provided solid advice and input for entrepreneurs. He hasn’t grown his presence lightly; he’s strategic in his approach.
In This is Strategy, he provides a ton of information. The book description makes you think you’ll learn how to create your own strategic guide for making your business successful. However, that is not what I got from reading this book.
Since I am a woman who enjoys reading little bits of food for thought and being given things to ponder, I honestly enjoyed this book. I gave it a three-star rating solely because the description does not tell what it offers.
It did feel like I was gaining more insight into how other companies have achieved success or failure than into how I could grow strategically. However, since I tend to analyze what I read, it gave me things to consider with my business. So, if you’re a thinker, then you will see Seth’s method as still helpful in this book.
I’ve been a fan of Seth Godwin’s for some time now. He has always provided solid advice and input for entrepreneurs. He hasn’t grown his presence lightly; he’s strategic in his approach.
In This is Strategy, he provides a ton of information. The book description makes you think you’ll learn how to create your own strategic guide for making your business successful. However, that is not what I got from reading this book.
Since I am a woman who enjoys reading little bits of food for thought and being given things to ponder, I honestly enjoyed this book. I gave it a three-star rating solely because the description does not tell what it offers.
It did feel like I was gaining more insight into how other companies have achieved success or failure than into how I could grow strategically. However, since I tend to analyze what I read, it gave me things to consider with my business. So, if you’re a thinker, then you will see Seth’s method as still helpful in this book.
February 9, 2025
I'm a Seth Godin fan. Have followed his blog for years. Taken a course or two and have now read this book TWICE. I read the ARC when it came out and bought the paperback as it was released.
It's interesting as the title has changed in the interim, on Netgalley the title is " THIS IS STRATEGY Creating the conditions for change." My paperback. " THIS IS STRATEGY MAKE BETTER PLANS" Do you see the difference? It wouldn't surprise me to learn that the early feedback created the change as the expectations of some were not met. I certainly struggled with the first DESCRIPTION of the book.
I have found it exceptional. As a brand strategist I found his insights and vocabulary extremely helpful; I have made copious notes and will surely start at the beginning again very soon. It's that sort of book. And it's broken into 297 parts (chapters) making it easy to discuss with other fans or find the reference you are looking for. "Strategy turns our effort into impact."
It's five out of five for enjoyment for me. A great addition to my collection o9f resources.. With thanks to Netgalley, Authors Equity and Seth for my advance reader copy in an exchange for an honest review.
It's interesting as the title has changed in the interim, on Netgalley the title is " THIS IS STRATEGY Creating the conditions for change." My paperback. " THIS IS STRATEGY MAKE BETTER PLANS" Do you see the difference? It wouldn't surprise me to learn that the early feedback created the change as the expectations of some were not met. I certainly struggled with the first DESCRIPTION of the book.
I have found it exceptional. As a brand strategist I found his insights and vocabulary extremely helpful; I have made copious notes and will surely start at the beginning again very soon. It's that sort of book. And it's broken into 297 parts (chapters) making it easy to discuss with other fans or find the reference you are looking for. "Strategy turns our effort into impact."
It's five out of five for enjoyment for me. A great addition to my collection o9f resources.. With thanks to Netgalley, Authors Equity and Seth for my advance reader copy in an exchange for an honest review.
August 7, 2025
Dual Edged Sword
- The first edge is brilliance - this man truly has the undercurrent of ideas, I read his blog and it is truly prolific. His insight carried weight of understanding of the underlying systems that work throughout our world and our work.
- The second edge is the caveat "only at points" - Although this book is quite prolific it is 298 chapters long when quite honestly it could have been a concise 100 chapters. The narrative throughline is basically non-existent which can make reading it a chose sometimes. The last chapter is a list of quite profound questions - why this was not the chapter summary of the book I will never know.
I am torn with my 3 start review because my advice to read is (1) Read this book because his ideas are world class (2) Don't read it, it will feel like a chore because its too long and does not have a narrative arc to bring you along.
I don't normally write reviews, but figured I wanted to share how brilliant and difficult this paradoxical book was to read. I hope it sees you through well.
- The first edge is brilliance - this man truly has the undercurrent of ideas, I read his blog and it is truly prolific. His insight carried weight of understanding of the underlying systems that work throughout our world and our work.
- The second edge is the caveat "only at points" - Although this book is quite prolific it is 298 chapters long when quite honestly it could have been a concise 100 chapters. The narrative throughline is basically non-existent which can make reading it a chose sometimes. The last chapter is a list of quite profound questions - why this was not the chapter summary of the book I will never know.
I am torn with my 3 start review because my advice to read is (1) Read this book because his ideas are world class (2) Don't read it, it will feel like a chore because its too long and does not have a narrative arc to bring you along.
I don't normally write reviews, but figured I wanted to share how brilliant and difficult this paradoxical book was to read. I hope it sees you through well.
October 5, 2024
I have mixed feelings about this book. On the one hand, there were some great tidbits about strategy in there. The small sections felt very bite-sized so you could read one or two of them and then move on; excellent for a busy reader. Seth Godin's writing style is fairly clear and concise, doing a solid job of communicating what he was trying to say.
A couple of things I wasn't a fan of: first off, this book was definitely presented as if it was more of a how to on strategy, not a collection of little blurbs about the subject. Another thing that bothered me was that randomly right near the end of the book he started talking about politics. It only very barely applied and felt a bit more like it was shoved in there so he could make his opinions about this or that known to the public.
Otherwise a solid book, I'm glad to have read it.
Thank you to Netgalley for my advanced reader copy!
A couple of things I wasn't a fan of: first off, this book was definitely presented as if it was more of a how to on strategy, not a collection of little blurbs about the subject. Another thing that bothered me was that randomly right near the end of the book he started talking about politics. It only very barely applied and felt a bit more like it was shoved in there so he could make his opinions about this or that known to the public.
Otherwise a solid book, I'm glad to have read it.
Thank you to Netgalley for my advanced reader copy!
January 13, 2025
Thinking in systems
Understanding and clarity
Sustainability
Strategy
Main ideas in 7 sections
Blinkist book of the day perfect timing as I am working on narrowing my focus and not spreading myself too thin
“ effective strategy is based in clarity, adaptability, and integration into systems. It balances short-term decisions with long-term vision, ensuring actions today align with future goals. By understanding cultural, social, and psychological dynamics, you can create plans that resonate with people and adapt to change.
Leveraging systems can amplify impact, while clear goals, prioritization, and feedback loops refine strategies in real time. Barriers like resistance to change and analysis paralysis can hinder progress, but addressing them early strengthens your approach. Above all, successful strategies evolve with shifting circumstances and focus on building sustainable outcomes.”
Understanding and clarity
Sustainability
Strategy
Main ideas in 7 sections
Blinkist book of the day perfect timing as I am working on narrowing my focus and not spreading myself too thin
“ effective strategy is based in clarity, adaptability, and integration into systems. It balances short-term decisions with long-term vision, ensuring actions today align with future goals. By understanding cultural, social, and psychological dynamics, you can create plans that resonate with people and adapt to change.
Leveraging systems can amplify impact, while clear goals, prioritization, and feedback loops refine strategies in real time. Barriers like resistance to change and analysis paralysis can hinder progress, but addressing them early strengthens your approach. Above all, successful strategies evolve with shifting circumstances and focus on building sustainable outcomes.”
This entire review has been hidden because of spoilers.
August 17, 2025
Seth Godin’s latest,
This Is Strategy: Make Better Plans
, promises a field guide to making better strategic choices in work and life. It’s unmistakably Godin—big on reframing assumptions, small on fluff—but structurally it’s a curveball: instead of chapters, the book is broken into 297 short sections (some a page, some half a page), with no table of contents and no page numbers, just an index of section titles at the end. That “blog-compendium” feel makes the read less linear and more like a guided wander through Godin’s strategy brain. The result: a book dotted with gems, occasionally hard to follow, but rich in ideas you can put to work. Read more
August 23, 2025
Seth's best yet. I've seen reviews here condemning it for its form: classic Seth, in short vignettes that read like blog posts. Because most of them were blog posts at one time or another. That's how he's so prolific: he's a master of reuse.
But this is different. While the form rhymes with past books, the underlying thesis advances itself and unfolds segment by segment. You get an 'aha' from one segment, only to find its theme developed in the next, and then four segments later an even bigger 'aha.'
I promise you, this is more than a random collection of blog posts. It has been curriculum-developed within an inch of its life, and it's still highly readable, very Seth, very useful guidance on systems, network effects, and change. Honestly? Brilliant, brilliant stuff, the best Seth Godin has ever done.
But this is different. While the form rhymes with past books, the underlying thesis advances itself and unfolds segment by segment. You get an 'aha' from one segment, only to find its theme developed in the next, and then four segments later an even bigger 'aha.'
I promise you, this is more than a random collection of blog posts. It has been curriculum-developed within an inch of its life, and it's still highly readable, very Seth, very useful guidance on systems, network effects, and change. Honestly? Brilliant, brilliant stuff, the best Seth Godin has ever done.
February 3, 2025
I found this book a little lengthy though each page was short and succinct. Maybe towards the end the message got a little repetitive for me. The gist is that systems are at the core of how strategy is setup and evolves over time. We might want to change a strategy but we have to be aware of the systems we are dealing with and how to navigate change as a result of that. Culture also has a part to play especially with people in the picture. But just as how we can change a strategy if we can change the incentives in a system, the system is also resilient and resistant to change. So changing strategy may not be an easy task. I like the overall one-page-one-learning kind of vibe and as always Seth has many good nuggets of information and ideas.
This entire review has been hidden because of spoilers.
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September 5, 20252025-09-05
Review 2025.08.007
Reviewers Note: It is the middle of 2025 and I am not doing a good job of keeping up with this desired goal of mine to write book reviews. I do not want to lower my expectations but I am going to so that I can catch up. This will mean short reviews on the books I read.
This Is Strategy by Seth Godin
256 Pages
This is the fourth book I’ve read by Seth Godin. I have no idea why I keep reading them. I am told they are good but I just have never got much out of them. I wasn’t a fan after the first book but I keep hoping I’ll see what others are talking about. Thankfully I always get them on sale.
This might be the first book I do not recommend. I tried. I really did.
Review 2025.08.007
Reviewers Note: It is the middle of 2025 and I am not doing a good job of keeping up with this desired goal of mine to write book reviews. I do not want to lower my expectations but I am going to so that I can catch up. This will mean short reviews on the books I read.
This Is Strategy by Seth Godin
256 Pages
This is the fourth book I’ve read by Seth Godin. I have no idea why I keep reading them. I am told they are good but I just have never got much out of them. I wasn’t a fan after the first book but I keep hoping I’ll see what others are talking about. Thankfully I always get them on sale.
This might be the first book I do not recommend. I tried. I really did.
Displaying 1 - 30 of 110 reviews