Andrew Constable, MBA, BSMP, XPP-G's LinkedIn…

The Zero-Sum game mindset has seeped into business strategy, borrowed from military strategy. But here’s the thing: business isn’t a Zero-Sum game. It’s a Non-Zero-Sum game. This video explains this…

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Business Strategy9 months ago

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Many organisations struggle to realise their strategic ambitions because of one critical issue: the value gap. This value gap is the difference between where your organisation is today and where it w…

LinkedIn post image: Many organisations struggle to realise their strategic ambitions because of one critical issue: the value gap.

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Business Strategy9 months ago

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Your strategy isn’t ready… until it’s been tested. (And no, I don’t mean with KPIs and dashboards.) I mean stress-tested against future realities, rival moves, and real-world shifts. Here’s how top…

LinkedIn post image: Your strategy isn’t ready… until it’s been tested.

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Business Strategy10 months ago

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Many companies are failing because internal systems are misaligned. ☑ Strategy says one thing. ☑ Structure supports another. ☑ Culture, leadership, and capabilities aren’t in sync. ↳ The result? Con…

LinkedIn post image: Many companies are failing because internal systems are misaligned.

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Leadership9 months ago

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5 ways to link strategy to operations (and not let your execution fall apart) Most organisations plan big. But the execution? That’s where things break down. Here are 5 strategic-operational linkag…

LinkedIn post image: 5 ways to link strategy to operations

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Business Strategy10 months ago

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“There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker A brilliant reminder for leaders: efficiency without strategic clarity is just wasted effort.…

LinkedIn post image: “There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker

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Leadership9 months ago

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Topics & Content Focus

Primary Topics

Modern strategy in turbulent and unpredictable environmentsOrganisational alignment, fitness, and capability buildingNon-zero-sum competition and Jobs-to-be-Done based positioningESG and sustainability as core strategic and procurement infrastructureStrategic focus, prioritisation, and value-based execution

Secondary Themes

Leadership mindset for adaptability, candour, and resilienceB2B procurement, vendor selection, and value-chain strategyRisk management reframed as long-term value creationMeasurement of impact vs activity in knowledge-work environmentsApplication of classic management thinkers to contemporary strategy (Drucker, Porter, Beer)

Industry Focus

B2B leadership and corporate strategy in mid-market and enterprise organisationsTech and tech-enabled services with complex supply chainsESG-sensitive industries where vendor credentials influence procurementKnowledge-intensive firms undergoing strategic or organisational transformation

Content Categories

Strategic thought leadership and mental modelsBook and expert idea synthesis for practitionersFrameworks and checklists for leadersMindset reframes and contrarian takes on common strategy beliefsReflection prompts and diagnostic questions for executives

Performance Insights

Avg Engagement Rate

STABLE

Performance Trend

Best Performing Topics

Non-zero-sum competition and differentiation via Jobs-to-be-DoneOrganisational alignment, fitness, and honest internal dialogueStrategic focus on doing the right work vs efficient busywork

Virality Signals

Conceptual reframes that overturn common strategic assumptions (e.g., zero-sum vs non-zero-sum thinking)Posts that translate academic or classic strategy concepts into concrete, modern business implicationsContent that directly relates to leaders’ lived organisational pain points (misalignment, wasted effort, focus)Higher share counts when posts provide a clear, portable mental model or distinction leaders can repeat internallyAuthority borrowing via respected thinkers (Porter, Beer, Drucker) combined with practical synthesis

Structure & Quality

230

Avg Length (Words)

HIGH

Depth Level

ADVANCED

Expertise Level

0.82/10

Uniqueness Score

Common Hooks

Contrarian reframes that challenge traditional strategy assumptions (e.g., 'Strategy is no longer about…')Binary flips that reposition a concept as central, not peripheral (e.g., 'ESG isn’t a side project. It’s your strategy.')Problem-first statements about organisational failure or misalignmentAuthoritative quotes from well-known strategists to anchor the postClear statement of a shift or turning point in the business environment

Common Endings

Soft follow-CTA: 'P.S. If you like content like this, please follow me.'Occasional reflective question aimed at leaders (e.g., 'Is your company built to compete?')Summary line that reframes the whole post into a single, memorable insightImplicit challenge to reassess current strategy or organisational choices

Value Delivery Methods

Distilling complex strategic concepts into practitioner-friendly language and checklistsProviding mental models leaders can apply directly (e.g., turbulence strategy, materiality assessment, JTBD framing)Helping executives diagnose hidden organisational issues like misalignment and mis-focused effortReframing fashionable topics like ESG from compliance to core strategic advantageConnecting classical management wisdom to contemporary business turbulence and procurement realities

Formatting Style

Short paragraphs optimised for LinkedIn skimmabilityHeavy use of symbol bullets and nesting (☑, ↳, numbered lists)Clear separation between context, argument, and takeawaysFrequent use of 3-point or short numbered lists for key lessonsOccasional attribution to external sources or experts (books, reports, videos)

Audience & Tone

YES

Question Usage

0.6%

Response Rate

Detected Tone

Calmly authoritative strategic advisorEvidence-led and framework-drivenPractical theoretician bridging academia and applicationSemi-formal, boardroom-appropriate but accessibleAnalytical with a coaching edgesemi-formalsecond-person

Interaction Style

One-to-many expert broadcasting with practitioner-oriented framingIndirect dialogue through diagnostic questions that invite self-assessmentIdea-led engagement rather than personal-story-led engagementCommunity-building through repeated calls to follow for more of the same strategic content

Community Building Signals

Consistent P.S. follow CTA establishing expectation of an ongoing content streamAddressing readers as leaders responsible for strategy, culture, and procurement decisionsReferencing widely respected thinkers and shared business canon to create a sense of intellectual communityEncouraging introspection about organisational fitness and strategic clarity as a shared leadership challenge

Writing Style Patterns

Content Strategy

Hook: Contrarian reframes that challenge traditional strategy assuTone: semi-formalCTA: Low-friction follow requests in a P.S. format

Writing style breakdown

Core characteristics

Predominantly professional, informative, and advisory.

Conversational but not chatty; feels like a seasoned consultant speaking to senior leaders.

Tone is authoritative and confident, yet accessible and non-academic.

Clearly positioned for LinkedIn-style thought leadership in strategy, ESG, and organisational effectiveness.

Formality

Medium-high formality.

Uses business and strategic jargon comfortably (e.g., 'materiality assessment', 'execution premium', 'strategic initiatives', 'value gap', 'war gaming').

Avoids slang and overly casual phrasing, except in travel/personal update posts (7 and 8), which are shorter and more relaxed.

Emotional tone and energy

Calm, measured, and controlled rather than high-drama.

- Energy is created through

Punchy one-line statements.

Clear, decisive language.

Strategic contrasts (e.g., 'From risk mitigation to long-term value creation.').

The emotional resonance is subtle: grounded optimism and urgency about getting strategy right.

- Frequent use of

Rhetorical questions (especially to provoke reflection: 'Are you solving the correct problems?', 'Is your company built to compete?').

Framing contrasts and shifts ('From vendor to preferred partner.').

Conceptual reframing ('ESG isn’t a side project. It’s your strategy.', 'Strategy is no longer about protecting a position—it’s about preparing for the unpredictable.').

Declarative, high-impact statements isolated on their own lines.

- Metaphors are used sparingly and precisely, usually in a business-appropriate way

'strategy dress rehearsal'

'infrastructure for future-fit organisations'

Direct audience engagement, but in a professional manner (no over-familiarity).

- Alternates between

Second person 'you' when giving advice or implications for leaders/organisations.

Third person when describing trends, research, or concepts.

- First person 'I' in two specific contexts

To reference personal takeaways or experiences ('3 takeaways that resonated with me').

To make the CTA more personal ('If you like content like this, please follow me.').

- Commands vs suggestions

Uses a mix of directive and suggestive language.

- Direct but not abrasive

'Start with a materiality assessment...'

'To succeed, target specific JTBD with solutions...'

- Also uses gentler prompts

'Consider this' style embedded as questions rather than explicit 'consider' wording.

Imperatives are framed as expert guidance, not orders.

Voice summary

A strategic advisor voice: clear, structured, and focused on helping leaders think and act better.

Always framed as helping the reader become more effective, future-fit, and aligned.

Andrew Constable, MBA, BSMP, XPP-G

Warm Analysis

Performance Overview

Top Posts by Engagement

Posting Patterns & Frequency

Best Performing Days

Best Performing Times To Post