When I look around at the written, visual, and auditory content that contains strategies for success, I wonder why we are not all successful? The answer to the question may seem obvious, but there is great value in this conversation. Let's delve deeper.

Tips come in two types: what to do and what not to do or what to avoid. We know immediately that there aren't any books today about failure, and this is strange. A book about 99 failed attempts to do something could be of great value to anyone who wants to innovate. But of course you won't find it in a library or a bookstore, and no one will buy it. But why?

A quote in the book The Coaching Habit said, "The essence of strategy is choosing what not to do." The quote had a great impact on my work, and with years of practice in branding strategy or expansion with many Arab brands, I found that when I ask "What should we not do?" "Who is not our audience?" "How should we not market?" The client and I come up with excellent creative ideas. Instead of answering the question on the pattern of "What should we do," which is usually answered from the client's memory, something that is known and already present. You may wonder now why you need a new strategy if there are many ready-made strategies available now?

The answer is two reasons.

Firstly, the plan is not considered a strategy unless it relies on your strengths and the weaknesses of competitors (market gaps).

Secondly and most importantly, a winning strategy relies on the element of surprise.

Focus on the next part with me...

In the book The Art of War, which is a book about strategy that has been taught for thousands of years until today, the following was mentioned:

"All warfare is based on deception. Hence, when we are able to attack, we must seem unable; when using our forces, we must appear inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near."

In Arabic:

"جميع الحروب تعتمد على الخداع. لذا، عندما نكون قادرين على الهجوم، يجب أن نبدو عاجزين؛ عند استخدام قواتنا، يجب أن نبدو غير نشطين؛ عندما نكون قريبين، يجب أن نجعل العدو يعتقد أننا بعيدون؛ عندما نكون بعيدين، يجب أن نجعله يعتقد أننا قريبون."

Also, remember the saying of the Prophet, peace be upon him: "War is deception."

We now conclude that an element of surprise is a condition for a successful strategy. It needs to be somewhat new, and the importance of this requirement depends on the intensity of competition or the intensity of war in other words. Let's return to the topic...

My philosophy so far sees that the advice of what not to do is as important as "what to do," and sometimes more important in a highly competitive environment. But why don't we see it circulating?

Here are two reasons: difficulty and risk-taking.

Difficulty: The advice of what not to do is half the answer. Afterward, you need to rely on yourself to answer "what to do," and people have a problem thinking in our current era. There is a huge trend for not thinking, and it's frankly terrifying. Everyone is looking for the ready-made solution, just give me the steps and I will execute them. The reasons here are numerous, including a lack of self-confidence and a desire for gain rather than mastery of the practice or craft itself.

Risk-taking: The majority's relationship with risk-taking is very negative, so they prefer proven strategies, thinking they will work for them. But the strategy relies on the strengths of the executor and the weaknesses of the enemy, and for this reason, its chance of success is not guaranteed. I have mentioned many quotes that all profit is the result of risk-taking. Assuming that following the advice of "what to do" seeks to reduce risk, does it reduce profit? Think about the question and connect with me if you find the answer.

You may be thinking now: there is a middle ground, I will take the advice of what to do, change some details, and then apply it. Yes, it is possible.