Georgy Shchedrovitsky<\/a>. I earned an MBA and studied at Stanford and Berkeley. I’ve been applying this foundation in practice for the last seven years, facilitating strategic sessions for both B2B and B2C projects. A typical group ranges from five to forty participants.<\/p>\nIf the approach described in the article resonates with you, you can run a strategy session on your own—this page includes everything you need. If you’d like support, I’m ready to guide you step by step.<\/p>\n",
"summary": "Methodologist Georgy Shchedrovitsky developed a way to organize a team’s thinking and actions so it can deliver large, complex projects",
"date_published": "2025-12-17T17:09:10+02:00",
"date_modified": "2026-07-21T11:54:59+02:00",
"tags": [
"Berkley",
"entrepreneurship",
"leadership",
"product",
"Stanford",
"strategy",
"Strategy Session",
"systems"
],
"image": "https:\/\/mazurchak.com\/pictures\/simple_funnelx2.jpg",
"_date_published_rfc2822": "Wed, 17 Dec 2025 17:09:10 +0200",
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{
"id": "58",
"url": "https:\/\/mazurchak.com\/?go=all\/how-venture-studios-help-big-companies-survive-the-ai-era\/",
"title": "How venture studios help big companies survive the AI era",
"content_html": "
A venture studio is an organization focused on building and scaling startups. Unlike accelerators, studios are typically specialized in a specific industry and offer deep operational support to the startups they launch.<\/p>\n
Sometimes, large corporations launch internal venture studios. The biggest challenge they’re trying to solve is “the innovator’s dilemma”. This concept, described by Clayton, explains how big companies often miss out on new markets and breakthrough technologies because they’re too focused on protecting their current market share. And right now, many of those breakthrough technologies are connected with AI.<\/p>\n
Venture studios are also often founded by serial entrepreneurs with deep expertise in a particular vertical. Their experience gives them an edge in selecting the right projects to launch and in providing the kind of hands-on support startups need to succeed in that specific field.<\/p>\n
Take, for example, companies that made traditional hard disk drives. When SSDs first hit the market, they were expensive and the demand was small. But as costs dropped and the market exploded, many HDD makers who failed to invest in SSD technology early enough went out of business. Classic case of “the innovator’s dilemma” in action.<\/p>\n
Key Traits of a Venture Studio<\/h2>\n1. Industry Specialization<\/h3>\n
One major trait of venture studios is their focus on a single domain like health, finance, developer tools, etc. Specialization makes it easier to choose which startups to launch and how to support them. Startups within the same vertical tend to face similar challenges, so operational help is more relevant and effective.<\/p>\n
Moreover, investing in specific infrastructure costs less than trying to cover multiple verticals at once. Once a few startups are up and running, they can share learnings, data and network. That speeds up experimentation and improves decision-making across the board.<\/p>\n
A great example is Askona, a company that makes sleep products, launched a venture studio focused on wellness and recovery. Every startup in that studio benefited from Askona’s deep knowledge in the field.<\/p>\n
2. Building Repeatable Processes<\/h3>\n
Industry focus gives studios clarity on what phases a startup goes through and that helps build the right infrastructure to guide teams through each stage. Studios create best practices, frameworks and roadmaps to help startups move faster.<\/p>\n
At this point, it’s all about finding the balance between freedom and structure. Founders need room to think like entrepreneurs, take risks and move fast. At the same time, proven processes help tackle the common challenges every startup faces more efficiently. The studio’s operational support should guide the direction, not hand out a strict playbook.<\/p>\n
That support often includes:
\nA. Identifying a big enough market and applying the right evaluation methods
\nB. Structuring the idea discovery process for future projects
\nC. Selecting key metrics and developing strategies to move them
\nD. Providing resources for hiring, marketing, product expertise and CustDev.<\/p>\n
3. Fail Really—REALLY Fast<\/h3>\n
Having established processes in place allows startups to move faster from the very beginning. Unlike independent startups, founders inside a venture studio don’t have to constantly worry about fundraising, they can stay focused on building and growing the company.<\/p>\n
So, if you define clear target metrics for each stage of a startup’s development, you can quickly see whether the project is on track to find PMF. If the startup doesn’t hit its targets, it’s easier to shut it down and move on. So venture studios bring both discipline and speed to startup development.<\/p>\n
4. Skin in the Game<\/h3>\n
One of the core risks Clayton highlights in The Innovator’s Dilemma is what happened when large companies set up R&D centers (the early predecessors of today’s venture studios). A common mistake was staffing those centers with teams from the parent company. Along with their skills, they brought the mindset and values of an established corporate environment rather than an entrepreneurial one. And that mindset crushed breakthrough ideas before they had a chance to grow.<\/p>\n
Venture studios should feel like startups. The team needs real entrepreneurial spirit. Functionally, that means owning and executing on a P&L. Emotionally, it means:
\nA. The mission should feel like a life’s calling, something you’d be proud to tell your kids about.
\nB. Your persistence, ability to shape strategy, flexibility and willingness to take risks can make or break everything. It’s about taking the kind of ownership Nassim Taleb calls having “skin in the game”.<\/p>\n
The same goes for startup founders in a venture studio. More often than not, they’re entrepreneurs, not corporate execs. And that entrepreneurial mindset is key.<\/p>\n
I once joined a long discussion about how to build effective venture studios. Someone suggested that companies could find people with entrepreneurial mindsets within their own ranks to lead startups. But we agreed that the very traits that made those people successful in a corporate setting might hold them back when launching something from scratch. So, it’s better to build teams with real entrepreneurs at the core.<\/p>\n
Summary<\/b><\/p>\n\n- Venture studios give big, established companies a way to stay ahead in a fast-changing market.<\/li>\n
- Industry specialization helps startups get the exact support they need.<\/li>\n
- Shared infrastructure and repeatable processes speed up growth and learning.<\/li>\n
- Studios build knowledge around key success metrics, making it easier to decide when to double down or walk away.<\/li>\n
- And finally, the entrepreneurial culture within venture studios is critical. Without that, even the best ideas won’t make it past the starting line.<\/li>\n<\/ol>\n",
"summary": "A venture studio is an organization focused on building and scaling startups. Unlike accelerators, studios are typically specialized in a specific industry and offer deep operational support to the startups",
"date_published": "2025-01-06T22:15:28+02:00",
"date_modified": "2026-07-21T11:54:56+02:00",
"tags": [
"AI",
"entrepreneurship",
"lead",
"leadership"
],
"image": "https:\/\/mazurchak.com\/pictures\/innovation@2x.jpg",
"_date_published_rfc2822": "Mon, 06 Jan 2025 22:15:28 +0200",
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{
"id": "59",
"url": "https:\/\/mazurchak.com\/?go=all\/how-to-speak-so-people-actually-listen\/",
"title": "How to speak so people actually listen",
"content_html": "
I took a course called “Speech”. It taught me that the most important part of speaking isn’t when you’re talking – it’s the pauses. It also explains why learning your speech by heart doesn’t work and what kind of mindset you need to actually be heard by your audience.<\/p>\n
\n
![\"\"](\"https:\/\/mazurchak.com\/pictures\/govorit@2x.jpg\")
\n<\/div>\n
M. himself is a well-known actor, both in theater and on screen. He does solo monologue shows, just him on stage for two hours, holding the audience’s attention the whole time. Old-school craft.<\/p>\n
I enrolled because I wanted to level up my communication. There were 22 in-person sessions twice a week. Each class lasted an hour and a half, in a small group of five.<\/p>\n
So, how to speak to be understood?<\/h2>\n
The main point of the course – speak clearly. Like this – imagine you walk into a liquor store and ask for a specific bottle of wine. That’s it. That’s the level of clarity you want everywhere: you have a goal, you say what you need and your words just do the job – clean and easy.<\/p>\n
Don’t expect people to figure out what you mean. That’s your job. It’s your responsibility to speak in a way that makes sense to the person listening.
\nSpeech is the number one human tool.<\/p>\n
But before you can master it, you have to notice it.<\/p>\n
Most of the time, speech is just something we run on autopilot. To control it, you need full awareness, like really understanding the machine you’re operating.<\/p>\n
The two biggest enemies of good speech are autopilot and speed.<\/b><\/p>\n
Just because we hear someone speak doesn’t mean we understand them.<\/p>\n
Real understanding means thinking about what you’re hearing and relating it to yourself.<\/b><\/p>\n
And for that connection to happen, the speaker needs to actually have something to say. We’ve all seen it when someone starts talking, trying to come up with an idea as they go and you have no clue what they mean. That’s what happens when you talk before you’ve even figured out your own point. That’s where the pause comes in. That’s your moment to form an idea.<\/p>\n
When someone’s talking to you, look at them. Don’t turn away or close your eyes just to “focus” on their words. People don’t speak with just their voice.
\nExample: imagine you urgently need a Sapsan ticket from St. Petersburg to Moscow. Your phone’s dead, the app’s useless, 5 minutes left before sales close. You negotiate with the people in line, squeeze your way to the counter. The ticket agent slowly types in your passport info, checks for seats. And then she says something.. At that moment, you’re laser-focused, eating her alive with your eyes.<\/p>\n
So if you’ve shown up somewhere and you’re spending your time there, then really listen, eyes included. Respect yourself and the person you’re talking to. If you decide to speak, show up for it fully.<\/b><\/p>\n
And when it’s your turn to speak, stop worrying about how you look. That’s the very moment you actually look alive.<\/p>\n
Why are pauses the most important part of speech?<\/h2>\n
Don’t waste your time memorizing every single word.<\/b> That’s not the goal. Your real job is to communicate meaning — to get your message across. And once you focus on that, the right words will come naturally.
\nA memorized script doesn’t help you communicate meaning. It just makes you sound like a robot. And when you’re stuck trying to remember exact phrases, you stop being present. Same goes for reading from a script. The goal becomes “don’t mess up” instead of “make them understand.”<\/p>\n
One of the exercises from the course is to learn to speak in one breath:
\n“To sit in solemn silence in a dull, dark dock,
\nIn a pestilential prison, with a life‑long lock,
\nAwaiting the sensation of a short, sharp shock
\nFrom a cheap and chippy chopper on a big black block.”
\nThis verse should be spoken the way you move through a slalom, entering each turn smoothly.<\/p>\n
You don’t need to rush through the verse without stopping at the turns. If you’re speeding, it means your only goal is to get it over. But the real goal is to make sure the listener understands you. And it’s totally fine if you forget or replace a few words, as long as you understand your purpose, the listener will hear you.<\/p>\n
Always take a pause before you start reciting a verse. Remind yourself of the task – to communicate meaning. Then focus on the technique, but don’t lose sight of the goal. The pause is the most important part of speech. That’s the moment when you lock in on the purpose of your message. If you skip the pause, then what are you even saying?<\/b><\/p>\n
Your brain will want to go on autopilot and say things the way you always do – the easy way. You’ll take a breath where you feel like it, not where the thought naturally ends. But breathing should break up meaning, not just give you a break. Autopilot will also make you start talking before you’ve even figured out what you’re trying to say.<\/p>\n
To make sure your listener actually understands what you’re saying, the whole meaning has to fit between breaths. That’s the difference between speaking and writing.<\/b> In writing, we pause at the period. But in real speech, it’s only the question mark that really feels anything like that kind of pause.<\/p>\n
When you’re delivering meaning, it’s like bringing out a cake. It matters as a whole, you don’t serve it pre-sliced. Same with sentences. Don’t chop them up.<\/p>\n
The listener picks up on your mood. Whatever state you are in, that’s what the audience feels too. If the speaker is relaxed, the audience relaxes. That’s why when someone tells you “pull yourself together!” before going on stage – it’s probably the worst advice you can get. Because then the audience ends up listening to someone who’s clearly tense.<\/p>\n
What position should you take in speech, in relation to your listener?<\/h2>\n
Your goal is the motive you’re putting to use. If you didn’t reach the goal, it means your motive wasn’t strong enough.<\/b><\/p>\n
At the core of it, you’re using your brain for someone else: thinking, choosing words and building meaning on their behalf, right in the moment of communication.<\/b><\/p>\n
When you’re thinking for someone else, your full attention shifts to them. In that moment, you’re fully focused on the other person. You’re actively engaging with them, serving them. And for the speaker, it can feel almost like meditation. You sort of dissolve into the other person. They understand you effortlessly – because in that moment, you are them.<\/p>\n
5 things to keep in mind when you speak:<\/b><\/p>\n\n- Talk like you’re explaining it to a 5-year-old.<\/li>\n
- You’ve got one shot – everything’s on the line.<\/li>\n
- Make it interesting.<\/li>\n
- Care about who you’re talking to.<\/li>\n
- What you’re saying is the most important thing your listener will hear today. Their life depends on it.<\/li>\n<\/ol>\n
There can’t be any unfamiliar words in your speech for the listener, they’re black holes. The moment you say one, their attention gets sucked into figuring out what that “black hole” means.<\/p>\n
There are always two steps you need to follow:
\nA. Set the goal, and take a pause for it.
\nB. Then, once you’re moving toward that goal, start paying attention to every step you take.<\/p>\n
Imagine you’re walking a narrow path at night. Up ahead, there’s a gate, and once you pass through it, the wide road begins. You shine your flashlight on the gate just once, that’s your goal. Then you bring the light back down and watch every single step. Carefully. So you don’t slip. Forget the goal – and you end up in the wrong place. Stop watching your steps – and you fall.<\/p>\n
Courage is doing it despite everything because you know your goal. Be courageous in your speech.<\/b><\/p>\n
A speaker can only pass on information if they’ve actually processed it, if they’ve understood it and made it their own. If their only goal is to just repeat what they heard, without really owning it, then they can’t truly communicate it.<\/p>\n
To control your speech, you need full, conscious control. Otherwise, you’ll slip into autopilot.<\/p>\n
Conclusion:<\/b> It’s kind of amazing, no one ever really teaches us how to speak. We just pick it up by watching others. And I’ve always wondered – how is it that some people speak so clearly and you just want to listen to them? But I didn’t have the glossary or the framework to understand what made the difference or how to learn it myself.
\nM., thank you – now I do.<\/p>\n",
"summary": "I took a course called “Speech”. It taught me that the most important part of speaking isn’t when you’re talking – it’s the pauses",
"date_published": "2024-08-25T15:22:31+02:00",
"date_modified": "2026-07-21T11:54:56+02:00",
"tags": [
"leadership",
"внимание",
"другие",
"как говорить",
"речь"
],
"image": "https:\/\/mazurchak.com\/pictures\/govorit@2x.jpg",
"_date_published_rfc2822": "Sun, 25 Aug 2024 15:22:31 +0200",
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{
"id": "62",
"url": "https:\/\/mazurchak.com\/?go=all\/simulation-game-how-will-ai-develop-over-the-next-5-years\/",
"title": "Simulation game: “How will AI develop over the next 5 years?”",
"content_html": "
At the weekend, we spent two days on a simulation all about how AI might evolve over the next five years. There were 36 players involved. The game itself is a test and workout for skills like leadership, dealing with uncertainty, negotiation, building coalitions and cascading teamwork. Last year, I took part in a similar simulation, but that one focused on a geopolitical conflict.<\/p>\n
\n
![\"\"](\"https:\/\/mazurchak.com\/pictures\/AI@2x.jpg\")
\n<\/div>\n
Here’s how the game worked<\/h2>\n
Everyone was split into teams, each representing a key player in the market:<\/p>\n
\n- Established IT leaders – companies like Google, Microsoft, Meta and Alibaba;<\/li>\n
- AI startups – like Anthropic and OpenAI;<\/li>\n
- Chipmakers – companies like IBM and Nvidia;<\/li>\n
- Venture investors – GP and Standard Investments;<\/li>\n
- Conglomerate – X, led by Musk;<\/li>\n
- Regulators, the press and the courts.<\/li>\n<\/ol>\n
35 people were split into teams and each person got assigned a role with details like personal goals, company status, industry position, team relationships, company ownership percentages, etc.<\/p>\n
Each team member had their own “stats” like the number of people on their team, computing power, budget, accounts receivable and more.<\/p>\n
There were 5 rounds, each lasting about an hour and a half. You could do pretty much anything: lure talent away from other companies, sue someone or get regulators involved, raise funds to build new factories to boost computing power. Any move was allowed, but moderators, the court or regulators could step in and veto an action.<\/p>\n
At the end of each round, all the agreements made were handed over to the moderator, who compiled the results into a spreadsheet for each company. The spreadsheet tracked key stats that changed during the round, covering everything from team size to available cash.<\/p>\n
The main goal for each team was to reach singularity, they used a Scrabble-like mechanic for that. At the end of each round teams got letter tiles, the number of letters depended on team size and computing power. But the exact formula of how letters were awarded was a secret, known only to the organizers and it wasn’t a straightforward calculation.<\/p>\n
\n
\n
![\"\"](\"https:\/\/mazurchak.com\/pictures\/IMG_3808.jpg\")
\n
![\"\"](\"https:\/\/mazurchak.com\/pictures\/IMG_3799.jpg\")
\n<\/div>\n<\/div>\n
Post-game takeaways<\/h2>\n
1. The role you got is just a formality.<\/b>
\nMy role was a team lead at a company like OpenAI, not a top position. When I started negotiating with other teams, they asked what my position was and if I could make decisions. But I explained I was there representing the team and my role didn’t really matter. Very good. When it came time to run for president, I thought, there are already bigger names in the game, like Musk, so why even bother? Roles are just labels, both in the game and in real life. But it’s easy to use them as an excuse.<\/p>\n
2. Always lead, always.<\/b>
\nAt the start of the game, we spent way too much time explaining what everyone planned to do. But as soon as we nailed down a clear vision of the goal and just got moving. Coming in with a plan and sharing it with the team really helped. I think the long talks happened because people were afraid to work with other teams and didn’t want to take responsibility alone. They wanted to share it so no one felt fully in charge.<\/p>\n
3. If you don’t get the result you want, don’t overthink it – keep going.<\/b>
\nWhen my or the team’s actions didn’t pay off, I got caught up in my emotions. But a few times when I pushed through and made an extra effort, things surprisingly turned out well. I’m more convinced than ever that keeping a cool head gets you results faster.<\/p>\n
4. Look at your social connections before you start and use them.<\/b>
\nAt the start of the game only three teams had computing power. The first two teams I asked didn’t want to work with me. But the third team had someone I already knew and they agreed to cooperate. I’m sure the trust we built before the game helped a lot. You should use this kind of trust and manage it, both in the game and in real life.<\/p>\n
5. Keep the whole game in mind while working on the current round.<\/b>
\nIt’s normal to want quick, predictable results. But if you only focus on the short term, your options get limited. When you plan for the long game, looking ahead several rounds, you open up more possibilities and better chances to succeed. For example, we started building a coalition in the first round and didn’t finish it until the third, but that gave us a lead over the other teams.<\/p>\n
6. When things are uncertain, focus on finding opportunities. <\/b>
\nIn uncertain situations with lots of different interests, it’s easy to just stick to your own goals – your role makes them clear and it feels simpler that way. But if you pause for a second, you’ll see everyone starts like that and the only way to win is by working together. So from the very beginning, look for chances to boost both your position and the other team’s. In the end, the team that began building a coalition right from round one won.<\/p>\n
7. First, get the context – then take action, but don’t take too long.<\/b>
\nThe roles and rules are detailed and you get all the info just before the game starts, so it’s impossible to understand everything right away. My team spent time trying to figure it all out, but we ended up talking too much and wasting time we could use to do something. You learn the context by engaging with others, not by staying stuck in your own little world.<\/p>\n
8. Keep taking action until you get a confirmed result.<\/b>
\nWhen several teams are involved in a deal, it can feel like you’ve already agreed and can move on to the next step. But deals have fallen apart more than once right at the signing. So until the agreement is actually signed, don’t get distracted, follow through all the way to the end.<\/p>\n
9. Split up the responsibilities.<\/b>
\nMore than once, our whole team went to negotiate with another group, all of us listening at the same time, which wasn’t very efficient. In the game, just like in real life, there are lots of tasks and layers to handle. To work better, it’s smarter to divide the responsibilities and work on things at the same time. On the second day we did that and our team got way more efficient.<\/p>\n
10. Stay in sync and make sure everyone’s on the same page.<\/b>
\nWhen signing some deals, it turned out that key people had different ideas about how things should work and that ended up breaking the deal. The main points and strategy need to be clearly explained from the beginning.<\/p>\n
Thanks to Marat Atnashev, Timur Atnashev and their team for organizing the game.<\/p>\n",
"summary": "At the weekend, we spent two days on a simulation all about how AI might evolve over the next five years",
"date_published": "2024-05-02T19:58:13+02:00",
"date_modified": "2026-07-21T11:54:56+02:00",
"tags": [
"AI",
"leadership",
"Simulation",
"strategy",
"Uncertainty"
],
"image": "https:\/\/mazurchak.com\/pictures\/AI@2x.jpg",
"_date_published_rfc2822": "Thu, 02 May 2024 19:58:13 +0200",
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},
{
"id": "72",
"url": "https:\/\/mazurchak.com\/?go=all\/how-responsibility-gets-shared-why-building-systems-matters-and\/",
"title": "How responsibility gets shared, why building systems matters and the skill of putting out fires",
"content_html": "
![\"\"](\"https:\/\/mazurchak.com\/pictures\/departmentx2.jpg\")
\nHere is how one department’s scheme looks: a person plays a specific role inside the department. The department operates in a certain context. Tasks move the department toward its goal.<\/div>\n<\/div>\n\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/team_schemex2.jpg\")
\nAnd here’s what teamwork sometimes looks like: each department is on its own, with its own goals and its own way to reach them.<\/div>\n<\/div>\n\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/unitetheteamx2.jpg\")
\nBut it should look different: the team has one shared goal. Everyone moves toward it in sync and understands what is expected from them at any moment. To see this goal clearly, people need to take a reflective position<\/i> — step back and look at their work from the outside.<\/div>\n<\/div>\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/simple_funnelx2-4.jpg\")
\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/planningx2-1.jpg\")
\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/projectsx2.jpg\")
\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/guidingx2.jpg\")
\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/fire@2x.jpg\")
\n<\/div>\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/cell.png\")
\n<\/div>\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/baron.jpg\")
\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/cass.png\")
\n<\/div>\n![\"\"](\"https:\/\/mazurchak.com\/pictures\/leadership.png\")
\n