As with many aspects of the CDO role, being able to hold a creative tension between strategy and execution is a distinctive quality.

The role requires you to do both

Or, to put it differently, it's about altitudes of thinking

In part 1 of this conversation we talk about the first part — the need to build a delivery strategy and how you might go about doing that.

We start by asking the big 'why?' question — why do you even need a delivery strategy in the first place? — which is actually two questions:

We then spend a while milking a powerful but progressively more tenuous metaphor:

At ground level, things can appear quite suddenly and erratically, almost as if out of nowhere. That'll cause you big problems, as if you're always putting in effort just to stand still. And it's because your view is too short — the horizon is very close, where things can hit you without much warning.

You need to get to higher ground where the horizon is further out and your view is both longer and broader, taking in the landscape all around you.

In the second half of the show we talk more about how you can build a strategy, and some of what you should be including in your strategy.

We talk about important elements, like …