The customer is not the center of strategy. Most leaders I meet believe this is heresy. But the observation keeps recurring in practice. When strategy is reduced to customer value alone, the firm s…
335586114 viral
Business Strategy25 days ago
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Dr. Marc Sniukas
LinkedIn Content Strategy & Writing Style
Founder, The Better Strategy School → Where strategy becomes a leadership capability. 20+ years of global strategy work, helping leadership teams make better strategy.
Luxembourg
37 Viral ScoreView on LinkedIn
0 people tracking this creator on Viral Brain
Performance Overview
Followers
77.1K
Connections
13.7K
Avg. Engagement
Top Posts by Engagement
Posting Patterns & Frequency
2.7 posts/week
Posts / Week
2.9 days
Days Between Posts
1
Total Posts Analyzed
HIGH
Posting Frequency
Timezone: Europe/Brussels
Best Performing Days
SundayFriday
Best Performing Times To Post
11:3012:30
Topics & Content Focus
Primary Topics
Strategy quality before execution (diagnosis, coherence, competitive power)Ruthless clarity: trade-offs, deletion, and simplification as the core of strategyStrategic leadership as an organizational capability (direction, environment, mobilization)Practical strategy frameworks and tools (stress tests, one-page canvases, downloadable artifacts)
Secondary Themes
Execution failure reframing (strategy-as-root-cause vs governance-as-fix)Cognitive load and attention as limiting constraints in organizationsDefinition-setting and terminology precision (strategy vs thinking vs leadership)Authority-building via experience and long-term practice
Industry Focus
Leadership teams and strategy work in complex mid-to-large organizationsB2B / enterprise management audiences (executives, directors, transformation leaders)Strategy consulting / corporate strategy and operating model contexts
Content Categories
Framework-driven thought leadershipExecutive education (conceptual clarity + applied guidance)Contrarian myth-bustingResource distribution (free articles, PDFs, canvases)Behavioral/organizational psychology applied to strategy execution
Performance Insights
225.5%
Avg Engagement Rate
STABLE
Performance Trend
Best Performing Topics
Free high-value strategy education anchored in personal credibility (multi-decade giveaway/series)Clear distinctions that reduce confusion (strategy vs strategic thinking vs strategic leadership)Simplicity and trade-offs as execution enablers (complexity, deletion, one-page strategy)
Virality Signals
Highly quotable contrarian claims that invite debate in commentsShareable ‘reference’ assets (PDF/visual) that travel beyond the immediate audienceLow-friction CTAs (no email) that reduce resistance and increase click intentStrong cognitive fluency: tight structure, repeated phrasing, clear takeaways
Structure & Quality
320
Avg Length (Words)
HIGH
Depth Level
ADVANCED
Expertise Level
0.86/10
Uniqueness Score
Common Hooks
Contrarian reframe (execution isn’t the problem; the strategy is)Authority + generosity hook (multi-decade experience offered for free)Definition split / taxonomy hook (X, Y, and Z are not the same thing)Aphorism/quote as a wedge into a practical argumentProblem amplification through repetition (too many priorities / initiatives / “strategic” labels)
Common Endings
Resource CTA (download/read) with a direct linkPunchline principle (clarity is the work; deletion is strategy)Audience diagnostic prompt/question to spark reflectionSoft social amplification request (share/follow) when a visual artifact is provided
Value Delivery Methods
Codifies executive-level strategy work into concrete frameworks (stress test, canvas, leadership triad)Turns abstract strategy talk into behavioral requirements (trade-offs, deletion, attention constraints)Provides immediately usable artifacts (downloadables) rather than only commentaryReframes common failure narratives (execution/governance) into upstream strategy quality checks
Formatting Style
Short, single-idea lines with heavy whitespace for scanningBullets, dashes, and triads to create cadence and memorabilityNumbered sections to structure frameworks (1/2/3)Arrow glyphs and pointer emoji to route attention to linksContrast framing (not X; Y) and repeated parallel phrasing
Audience & Tone
YES
Question Usage
0.3%
Response Rate
Detected Tone
Authoritative practitioner-scholarNo-nonsense clarity evangelistContrarian but constructiveTeacherly and executive-facingHigh conviction, low hypesemi-formalmixed
Interaction Style
Reflective prompts aimed at leaders (“which is the weakest link?”)Challenge-based engagement (invites disagreement/diagnosis rather than applause)Tool-driven discussion (comments often anchored to applying the framework)
Community Building Signals
Builds a ‘practice community’ around making strategy usable (clarity, trade-offs, coherence)Creates recurring intellectual property (named canvases/tests) to form a shared languageUses generosity and open access (no signup) to generate trust and repeat readershipEncourages peer-to-peer sharing when content is formatted as a reference document
Writing Style Patterns
Content Strategy
Hook: Contrarian reframe (execution isn’t the problem; the strategTone: semi-formalCTA: No-friction value offer (free, no email, no regist
Writing style breakdown
<start of post>
Most leaders treat strategy as a destination.
They spend months defining the "where,"
mapping out the five-year horizon,
and polishing the vision statement
until it shines with corporate consensus.
But strategy is not a place you arrive at.
It is a capacity you build.
In my work with global leadership teams,
I see the same breakdown repeated
The document is perfect.
The organization is paralyzed.
This happens because of three specific "Strategy Gaps"
1️⃣ The Clarity Gap: People know the goals, but they don't understand the logic that makes those goals achievable.
2️⃣ The Capability Gap: The strategy requires the organization to be something it currently is not, without a plan to bridge the difference.
3️⃣ The Choice Gap: Leadership has decided what to do, but they haven't had the courage to decide what to stop doing.
What often goes unnoticed is that the third gap is the most lethal.
Strategy is, at its core, the art of deletion.
If your "strategic priorities" list has more than five items, you don't have a strategy. You have a to-do list that you've labeled "strategic" to make it feel important.
Real strategy forces the uncomfortable conversation.
It demands trade-offs that hurt.
It creates a "Not-to-do" list that is longer than the "To-do" list.
When you refuse to choose, you delegate the strategy to the front line.
The employees are the ones who eventually have to decide which of your twenty "priorities" actually gets their attention today.
That isn't leadership. That's abdication.
Strategic leadership is about providing the coherence that allows everyone else to act with confidence.
It is about reducing the noise so the signal can be heard.
👉 I've put together a guide on how to run a "Strategy Deletion Session" with your team.
You can download it here: https://lnkd.in/example
(No email required. Just the tool.)
The work of strategy is not to add.
The work of strategy is to subtract.
Until only the essential remains.
<end of post>
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