What a consultant learns and accumulates over years is harder to transfer than a framework or a methodology. The consulting firms have produced extraordinary tools, issue trees, hypothesis-first thinking, the Pyramid Principle, the 7-S Framework, Five Forces analysis. These are taught in business schools. They are written about in case studies. They are documented in libraries of business literature.

But the actual wisdom, the stuff that gathers only through repetition, failure, honest feedback, and the specific discomfort of being accountable for advice given to real organizations with real people in them, that is not documented anywhere.
This book attempts to change that.

This book is written for a specific reader, someone intelligent and serious, who suspects there is a level of strategic clarity above the one they currently operate at, and who wants access to that level without spending thirty years in consulting to get it. You may be a business leader. A founder. A manager who wants to think at a higher altitude. A student who wants to understand how the world's most consequential strategic decisions actually get made.

Whatever brought you here, I want this book to do one thing above all others, change how you see problems.

Everything else follows from that.