Timm Geyer

Simply use a professional email tool like Outlook. I am often shocked to see how many executives are trying to manage their email accounts with Google email, which has very limited tools and features. It's like working with paint instead of Photoshop for professional photo editing: it works, it feels easy, but it is super limiting and slow instead.

There are a lot of common mistakes made by developers when it comes to updating: It often misses strategy. Game designers tend to work on new content and features, adding new maps or levels. It's something that is fun to work on, but often not what is really needed for success or even seen by most players who churn early in the game. Focus on the first part first. Make it easier, more fun, catchier, less buggy, and more technically seamless. Talking about bugs: it is totally underrated how these kill the fun and how important it is to eliminate them, especially in the beginning of the game.

SWOT analysis is not a one-time exercise. It should be regularly reviewed and updated to reflect changes in the internal and external environment. As the organization evolves and the business landscape changes, the balance between internal and external factors may shift, requiring adjustments to strategies and priorities.

Prioritize. Identify focal points. Recognize that internal and external factors are often interconnected. For example, a weakness in internal operations could exacerbate the impact of an external threat, or a strength in internal resources could help the organization capitalize on an external opportunity.

Understand that your are the local man/women on the ground for a foreign company. You are adding value by "translating" in two directions what is special and different on your market and and what opportunities come with it.

Focus on your role: it involves the important/urgent and the important/not urgent. Tasks that are important (but not urgent) need to be delegated, while those that are not important and not urgent should be ignored. The biggest fault I see among executives is involving themselves too much in operations and tasks that should be delegated (or at least working on setting up structures for future delegation). An executive who focuses on strategy/tactics but occasionally delves into operations will soon experience burnout. Even worse, they usually begin by neglecting their necessary contributions to the company's strategy/tactics.