Podcast appearances and mentions of paul leinwand

#118 - Comment faciliter la mise en oeuvre de la stratégie? Le livre Strategy That Works de Paul Leinwand et Cesare Mainardi met l'emphase sur la cohérence des choix ainsi que les compétences comme liens entre la stratégie et l'exécution.Écrit en 2016, c'est un livre fortement recommandé pour tous ceux qui veulent améliorer leur compréhension des éléments clés de la stratégie afin favoriser une mise en oeuvre gagnante.Les auteurs mentionnent que:"When your company is coherent, you don't have to struggle to overcome the strategy-to-execution gap. There is no gap."Nous en explorons les éléments clés.Consultez les notes complètes de l'épisode ici: https://www.intelliaconsulting.com/episode118Suivez-nous: Abonnez-vous à nos communications hebdomadaires sur la stratégie, l'innovation et la transformation des organisations sur notre site internet: https://www.intelliaconsulting.com Visitez notre page LinkedIn Visitez notre page YouTube Téléchargez la Playlist des 100 épisodes ici

IDC says Asia/Pacific organisations continue to refine hybrid working practices and organizational culture to accommodate new ways of working that enhance productivity, security, employee retention and customer satisfaction. Automated learning and low-no code tools will catalyze employees' skills training and development and keep businesses to stay relevant in the digital-first economy. At the same time, frontline workers are expected to have more access to technology that allows them to design and implement automated processes.In the book, Strategy That Works, authors Paul Leinwand and Cesare Mainardi, noted that successful companies narrow the strategy-execution gap by committing to what they do best instead of chasing multiple opportunities. They also build their own unique winning capabilities instead of copying others. In addition, they out their culture to work instead of struggling to change it and invest where it matters instead of going lean across the board. Successful companies also shape the future instead of reacting to it.A gap exists when expectations are not met. In this PodChats for FutureCIO, Arvind Wang, co-founder, Chairman and CEO at Laiye explains how to narrow the work execution gap.1.       What is a Work Execution Gap? Why does it exist?2.       What is the impact of work execution gaps in the profitability and growth of a business?3.       How does a business narrow the work execution gap? (do not focus on WES here)4.       How/Why/When/where does a work execution system fit into the narrowing the work execution gap?5.       Is WES the only way to narrow the gap?6.       WES is new. As in many new efforts, there is a high risk of failure. How does an organisation adopt WES while minimising the risk of failure?What is your recommendation to business/HR/Ops/IT leaders looking to narrow the work execution gap using WES? 

We're thrilled to welcome to the show PwC consultant Matt Mani to discuss his book, Beyond Digital. Leaders in the digital have a challenge in transforming their organizations to keep up with the rapid pace of change. Matt and his co-author Paul Leinwand spent four years studying organizations that have successfully navigated their #digitaltransformation and the book is a summary of seven key leadership imperatives they discovered in their research. Af challenges Matt to discuss why his book is NOT 'just another book on #digital and through the discussion we learn the seven leadership imperatives and why they're important in showing leaders how to achieve a successful transformation. Some of the points we hit on in this discussion: • Why #worklifebalance is the wrong approach • “Digital transformation” has very little to do with digital and more to do with value transformation • The role of cultural differences and #diversity • The critical importance of the #digitalecosystem and becoming outcome-focused Mahadeva Matt Mani is an advisor to executives on business model transformation and operating performance improvement for Strategy&, PwC's strategy consulting business. As the global leader of PwC and Strategy &'s transformation platform, he works with companies and leaders across industries to achieve fundamental improvements in business performance and organization cost & effectiveness. With over 25 years of industry and consulting experience, Matt works across industries, including in the consumer goods, retail, technology, healthcare, life sciences, industrial manufacturing and aerospace and defense sectors. He is the co-author of the book "Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future," published by Harvard Business Review Press. He has also co-authore multiple articles on value creation and business transformation in Harvard Business Review and strategy+business, including “Digitizing Isn't the Same as Digital Transformation,” “6 Leadership Paradoxes for the Post-Pandemic Era,” and “The Redefined No of the CFO,” “How to Engender a Performance Culture.” 

In their book Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future, PwC partners Paul Leinwand and Matt Mani posit that digitization is not enough to be a winner in the future; at best, it will allow you to continue playing. Through their work with global organizations, they have identified seven strategies

Today, we have the pleasure of speaking with Strategy&'s Paul Leinwand and Matt Mani about their new book, Beyond Digital.  The experienced consultants pull from years of research to share insights that leaders can use to transform their organizations and create sustainable competitive advantage.Additional LinksBuy Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future: PURCHASE Apply to Strategy Sprint, the 1-week consulting project: APPLYJoin Black Belt, MC's structured case prep program: LEARN MORESubmit a question for our team to answer: EMAIL USSponsor an episode or advertise: Management Consulted Media Kit

PwC's accounting podcast became a book club this week as Heather Horn was joined by Matt Mani and Paul Leinwand of PwC's Strategy&—co-authors of the book: Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future. Together they discuss seven imperatives of leadership that have enabled successful large-scale business transformations, and the lessons that today's finance organizations can learn from these transformations.In this episode, you will hear:4:40 - The leadership imperatives that companies should focus on, including how they can begin to reimagine their place in the world and create value via ecosystems16:06 - What it means to build a system of privileged insights with customers and how it helps to make your organization outcome-oriented20:42 - Reinventing engagement and the social contract with your people to address emerging challenges, such as the great resignation26:16 - Inverting the focus of organizational leadership to drive transformation in a dynamic and collaborative way30:48 - Disrupting your own leadership to grow your skill sets and begin change from within38:02 - Key lessons to jumpstart your overall transformationWant to learn more? The Beyond Digital landing page has links to additional resources, reviews, and where to find the book.Matt Mani is a partner for PwC's Strategy& consulting practice. With over 29 years of experience, he focuses on helping companies achieve business model, cost, and performance transformations. He is the co-author of the book Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future, and multiple articles in Harvard Business Review and Strategy+business magazine.Paul Leinwand is a thought leader on strategy, growth, and capability building for PwC's Strategy& consulting practice. With over 24 years of experience, he has authored numerous books, as well as articles in the Harvard Business Review and Strategy+business magazine. He currently teaches at Kellogg School of Management as an Adjunct Professor of Strategy.Heather Horn is PwC's National Office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC's accounting and reporting weekly podcast and quarterly webcast series, as well as periodic webcasts for the power and utilities industry. With over 30 years of experience, Heather's accounting and auditing expertise includes financial instruments and rate-regulated accounting.Transcripts available upon request. Please send requests to us_podcast@pwc.com.

Paul Leinwand is the Global Managing Director of Strategy&, PwC's strategy consulting group, where he advises clients on the topics of strategy, growth, and capability building. Leinwand is also an Adjunct Professor of Management and Strategy at Northwestern University's Kellogg School of Management. He has co-authored three books as well as several articles in the Harvard Business Review and strategy+business. Mahadeva Matt Mani is a Partner at PwC's Strategy&. As a global leader of their transformation platform, he works with companies and leaders across industries to achieve improvements in business performance and organization cost and effectiveness. Mani has over 25 years of industry and consulting experience, and he's co-authored one book and many articles published in the Harvard Business Review and strategy+business. In this episode: Digital transformation isn't just about the latest and greatest technology — it's also about leadership. But how is digital changing the work and role of a leader? What do leaders need to succeed in the digital age? Paul Leinwand and Mahadeva Matt Mani talk about this and more as they join Thomas A. Stewart on The Leading Edge — a place where new ideas emerge and are sharpened, and where leaders look to find the edge that brings success for themselves, their teams, and their enterprises. With the rise of digital, many leaders are worried about keeping up with the newest tool or strategy. But, Leinwand and Mani say there's a more important question that leaders need to address: how are you going to lead your organization through these changes? These two strategy experts have thoroughly researched the effects of digital transformation on leaders in a multi-year, in-depth study of leadership, digitization, and transformation at a dozen companies, ranging from Honeywell to Adobe, Microsoft to Komatsu. In their book, Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future, they detail how these and other enterprises have navigated this shift and the key steps leaders should follow to find success digitally. Instead of focusing on processes and tools, Leinwand and Mani say that companies must begin by reimagining their place in the world, starting from there to rethink strategy, talent, and the products and services they sell. As the digital world evolves, so do the expectations of a leader. How do you uniquely contribute to customers and stakeholders? What value can you bring to your ecosystem of networks to create a win-win for everyone? The foundations of success in the digital age are laid in a values-based circle of trust between you, your team, and your customers. Focusing on this will help you and your organization stay relevant — regardless of the digital disruption around you. In this episode of The Leading Edge, Thomas A. Stewart sits down with Paul Leinwand and Mahadeva Matt Mani, Global Managing Director and Partner of Strategy&, respectively. Together, they discuss how leadership is changing in this new digital age. Leinwand and Mani lay out the steps leaders should take to navigate current changes, the skillsets leaders need to succeed digitally, and how to gain privileged insights from a value-based customer relationship.

In this episode, Maanda Tshifularo and Nqobile Ngcobo share five practices for bridging the strategy-to-execution gap that are used by today's winning businesses. They deep dive into strategies such as committing to an identity, translating the strategic into everyday, and putting your culture to work. The conversation is anchored on ‘Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap' by Paul Leinwand and Cesare Mainardi. SuperLead · Hollard Life Solutions

In this episode, Maanda Tshifularo and Nqobile Ngcobo share five practices for bridging the strategy-to-execution gap that are used by today's winning businesses. They deep dive into strategies such as committing to an identity, translating the strategic into everyday, and putting your culture to work. The conversation is anchored on ‘Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap' by Paul Leinwand and Cesare Mainardi. SuperLead

Is your organisation looking for a new growth strategy? Are you about to undergo a digital transformation? Perhaps you already have but you're not sure what the next step for you is. In this episode of The Melting Pot, Paul Leinwand and Matt Mani, both of PwC and Strategy&, discuss the book they've written, Beyond Digital, the result of their research into companies that have successfully undergone a digital transformation. But just what is a digital transformation? What does one look like? What does it entail? And what did these companies have to do to achieve it? What changes did they have to make in their leadership team? In their business? How did they plan for and execute on their digital transformation plan? Don't miss Paul and Matt share all of this and more, using examples from the Japanese construction firm Komatsu and Starbucks. This is a fantastic conversation, we're sure you'll enjoy it as much as we did.On today's podcast:Beyond DigitalThe definition of a transformationLearning from companies that have digitally transformedThe social contract with your peopleLinks:Beyond Digital | Strategy& + PwChttps://store.hbr.org/product/beyond-digital-how-great-leaders-transform-their-organizations-and-shape-the-future/10527?sku=10527E-KND-ENGTwitter – @paulleinwand, @MMahadevLinkedIn – Paul Leinwand & Matt ManiWebsite – Beyond Digital | Strategy& + PwC

In today's edition of Sunday Book Review: ·       Win from Within: Build Organizational Culture for Competitive Advantage by James Heskett ·       Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future by Paul Leinwand and Mahadeva Matt Mani ·       Smart Leadership: Four Simple Choices to Scale Your Impact by Mark Miller ·       Smart Growth: How to Grow Your People to Grow Your Company by Whitney Johnson ·       We the Leader: Build a Team of Equals Who All Lead AND Follow to Drive Creativity and Innovation by Jeffrey Spahn Learn more about your ad choices. Visit megaphone.fm/adchoices

Tune into this episode of PwC's Next in Health to hear Strategy& Principal, Igor Belokrinitsky and PwC's Health Industries Vice Chair, Jenny Colapietro, in discussion with PwC Principal, Paul Leinwand, PwC Director, Inshita Wij and PwC Senior Manager, Lauren Christian, on recent consumer healthcare survey findings, including:What consumers are seeking from their healthcare experience and how health systems can respondMust-haves for improving consumer experience and loyaltyThe demand for virtual care persistsFuture considerations for health organizations to increase consumer engagement

  During the pandemic, we’ve all be watching with horror as stores close and shopping behavior has turned upside down. Amazon’s sales are up 40% in the last 12 months. What’s the future of retail, we have to ask? Join us for an engaging discussion with Paul Leinwand and Samrat Sharma from PriceWaterhouseCoopers’s as they discuss the future of consumer markets and where the consumer shopping experience is headed. Paul Leinwand is global director of the Strategy& unit of PwC based in Chicago and teaches strategy and management as an adjunct at Kellogg Graduate School of Business. Samrat Sharma also works at Strategy& and has an MBA from Carnegie Mellon. About our Guests: Paul Leinwand Paul Leinwand is a thought leader on strategy, growth, and capability building for Strategy&, PwC's strategy consulting group. Based in Chicago, he is a principal with PwC U.S. Paul advises clients on the topic of strategy, growth, and capability building, with a focus on the consumer product and retail sectors. He is the co-author of three books, Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap (Harvard Business Review Press, 2016), The Essential Advantage: How to Win with a Capabilities-Driven Strategy (Harvard Business Review Press, 2010) and Cut Costs and Grow Stronger (Harvard Business Review Press, 2009), as well as several articles in the Harvard Business Review and strategy+business. Paul earned an MBA with Distinction from Northwestern University’s Kellogg Graduate School of Management and a Bachelor of Arts in Political Science from Washington University. He currently teaches at Kellogg as an Adjunct Professor of Strategy. Samrat Sharma Samrat Sharma is the US Enterprise Strategy & Growth Leader with Strategy& and PwC and the global leader of CMO Advisory, where he specializes in developing new business models to drive growth and reduce costs for CPG clients. He has roughly 20 years of consulting and industry experience in North America and emerging markets. His wealth of expertise includes growth strategy, innovation and business transformation, go-to-market capabilities development such as marketing, revenue management, customer/channel management, and digital transformation with a focus on commerce, data & analytics. Samrat has been featured in publications like Harvard Business Review and Strategy+Business. He earned his Bachelors in Commerce from the University of Delhi, and his MBA from Carnegie Mellon University. WVU Marketing Communications Today: Horizons is presented by the West Virginia University Reed College of Media, which offers renowned online master’s degree programs in Marketing Communications.  

Today, we're going to take a look at navigating polarities and looking at how polarities in work and life can drive us apart and make us less productive, or how they can help us overcome significant obstacles and allow us to function at our best. A few resources to go along with this episode: Navigating Polarities: Using Both/And Thinking to Lead Transformation, by Brian Emerson and Kelly Lewis. Breathing Polarity Example - Click here to access a diagram provided by the Navigating Polarities: Using Both/And Thinking to Lead Transformation, by Brian Emerson and Kelly Lewis. 6 Leadership Paradoxes for the Post-Pandemic Era (Harvard Business Review), by Paul Leinwand, Mahadeva Matt Mani, & Blair Sheppard Leadership Meets Life Podcast is for leaders who want to grow both professionally and personally. It's practical and focused on helping leaders make meaning of their work, lives, and relationships while exploring the head, heart, and soul of leadership. Each podcast features a leadership tool or approach to apply immediately to your work and life, drawing from my experiences as an executive, process consultant, executive coach, business owner, and professor. A little theory, some humor, and tons of results-oriented wisdom served up in about 20 mindful minutes. Access all of the Episodes and more resources: http://leadershipmeetslifepodcast.com/ Meet Your Host, Philip C. Bergey - An executive leadership coach who builds on 30 years of diverse leadership experience in business and non-profit roles to form trusted relationships and deliver results with humor, flexibility, and depth. He grew up and was a partner in what is now a three-generation-led family business and has led both start-ups and 300-year-old organizations. Phil has served hundreds of leaders, boards, businesses, and organizations as an executive leadership coach, process consultant, facilitator, and educator. Phil is married to Evon, and in addition to enjoying their eight grandchildren, he loves walking, kayaking, paddle boarding, birding, and fishing. His formal education includes an MA in human development and a Ph.D. in human and organizational systems. His coaching is focused on helping executives and other senior leaders live with greater effectiveness, more meaning, and increased health as they grow personally and professionally. He has held a Professional Coach Certification from the International Coaching Federation since 2009 and is certified to use multiple psychometric assessments.

The approaching holiday season will look very different for many retailers this year as the coronavirus upends and accelerates the retail industry. At a time when so many things are uncertain, understanding the rapidly changing needs of consumers is paramount in helping supply chain leaders better forecast demand and effectively manage inventory. That’s why retailers should be leveraging demand sensing, which uses supply chain information in real time to more accurately predict trends that will improve sales, make production more effective, and optimize inventory. Two experts from PwC, Kurt Staelens and Paul Leinwand, share how retailers are using demand sensing to reveal patterns that better predict behavior and what retailers can be doing right now to prepare for the busy holiday season ahead.   Learn more at retailgetsreal.com.

Amid the excitement of getting back to a semblance of business as usual, you’re probably asking yourself a lot of questions—as in, what is the new normal and where do I go from here? This podcast is the next episode in a new series for CFOs, controllers—really, anyone in finance—asking big questions, like: how do we emerge from a crisis stronger than before? Each week, we’ll focus on a different area that may need your focus in this period of recovery. This week, host Heather Horn sits down with Paul Leinwand, PwC Strategy& Principal, to discuss how companies can emerge stronger through a focus on their unique capabilities, preparing for disruption, and connecting employees to the company’s purpose.Topics include:0:52 - Overview. We’re in a different environment, so how can companies shape their own future? We begin by framing how to think about strategy during moments of change. 2:54 - Agility and differentiation. Waiting to see what happens is no longer a viable option. The bar has been raised on getting to market, launching new projects, and learning. Here we discuss the importance of making strategic decisions that are both meaningful—and have realistic timelines.10:13 - Identify strengths. How can companies identify what’s behind their successes and use those strengths in other areas? Paul explains. 17:22 - Tactical investments. Paul and Heather talk about how to evaluate the bets companies make from a strategic perspective.23:36 - Future outlook. We close with the ways companies can embrace the new environment and take charge of their own future.Paul Leinwand is a thought leader on strategy, growth, and capability building for Strategy&, PwC's strategy consulting group. He is a co-author of three books, Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap, The Essential Advantage: How to Win with a Capabilities-Driven Strategy, and Cut - - Costs and Grow Stronger, as well as several articles in the Harvard Business Review and strategy+business. He currently teaches at Kellogg as an Adjunct Professor of Strategy.Heather Horn is PwC’s National office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC’s accounting and reporting weekly podcast and quarterly webcast series, as well as periodic webcasts for the power and utilities industry. With over 25 years of experience, Heather’s accounting and auditing expertise includes financial instruments and rate-regulated accounting.

Join Shalom Klein on his weekly radio show, Get Down To Business with guests: Paul Leinwand Brad Hettich Scott Bradley

How to close the gap between strategy and execution. Two-thirds of executives say their organizations don't have the capabilities to support their strategy. In "Strategy That Works," Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises.

How to close the gap between strategy and execution. Two-thirds of executives say their organizations don't have the capabilities to support their strategy. In "Strategy That Works," Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises.

How to close the gap between strategy and execution. Two-thirds of executives say their organizations don't have the capabilities to support their strategy. In "Strategy That Works," Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises.

In Mergercast 55 principals with PwC US J. Neely and Paul Leinwand, who is a co-author of Strategy That Works, discuss how winning companies close the elusive strategy-to-execution gap, and how these relate to choices about M&A.

Paul Leinwand, co-author of the book "Strategy That Works," explains how successful companies solve this thorny problem.

In this episode, Paul Leinwand, a Senior Partner at Strategy&, discusses the emergence of the supercompetitor, new type of company that changes the very dynamics of its business environment. He explores the role of M&A as a growth driver for these organizations, asking whether supercompetitors have a different approach to M&A than less-influential companies, to what extent they are more reliant upon M&A for growth, and how CEOs and board members should be thinking about this trend.

Paul Leinwand, partner in Booz & Company's global consumer, media, and retail practice; coauthor of "The Essential Advantage."

In this episode, Paul Leinwand, a Strategy& Senior Partner and author, interviews Gerry Adolph, Senior Partner and leader of the firm's mergers and restructuring group, about the value of taking a capabilities driven approach to the M&A space. Leinwand is co-author of the book The essential advantage: How to win with a capabilities-driven strategy. The two take on a number of important topics, including the popular concept of mergers driven by the idea of becoming too big to fail. Note: This podcast was originally published by Booz & Company in 2010.

Two-thirds of executives say their organizations are incapable of supporting their strategies. In this episode, Paul Leinwand, Adjunct Professor of Strategy at Northwestern's Kellogg School of Management and PWC Global Managing Director, talks about his book Strategy That Works. The author shed light on how successful companies like Lego and Ikea bridged the gap between strategy and execution. Join Paul and Greg as they discuss how these ideas permeate actual execution within the company's culture. Paul shares with us how to apply this strategic perspective to an organization. Rather than working against the company culture, Paul shared how companies should shape it to suit their team's needs. He talked about why and how a Chief Coherent Officer can help companies implement a consistent and accountable strategy across the organization.Episode Quotes:What is the concept of coherence, and how does it differ from the capabilities approach?"Coherence is really the link between what you state to the world that your purpose is, what value you're going to create, and the capabilities you're building that deliver that value. If you say I'm going to deliver at low prices, you might need some procurement capabilities and logistics capabilities that drive low cost. Then, the third element is your portfolio. So if I've got a set of products and services that don't really matter to that promise to the world, that's going to drive incoherence. Whereas if these three things are working together or regenerate a lot of coherence. So, if these things work well together —if I've got a clear value equation, if I've got a few capabilities —I can drive a lot of economic scale behind those capabilities and bring that scale to all the portfolios."Do you think this trend towards creating mission statements is a healthy one? Can formulating one help companies figure out a strategy?"Employees alone, right, require an understanding of why they are there. How is my job connected to what this organization is doing, and what is this organization doing? If the organization can't define what it's doing, it's actually hard to bring that to me. But, people who go to work every day want to know how they're contributing. It doesn't necessarily mean it has to be a lofty goal. It just has to be tangible. I think too many organizations lack that, lacking an understanding of purpose. It isn't just a problem for the strategy. It's a problem when all the people who are required to transform the organization don't understand why they're there."Doing so many things at once runs the risk of losing coherence, what can you do to avoid that?"We do see lots of organizations that have expanded in so many directions. And by the way, this is true for nonprofits, right? I mean, nonprofits, they're coherent. It's usually about, you know, “Do they have a clear mission?” But then are they delivering all their services? Or, what are they doing against that mission? Or, do they have donors, maybe that are pulling them in lots of different ways? Maybe great things, but that does not really core to what the purpose is all about." How do you close the gap between strategy and execution? "This division between strategy and execution has a lot to do with how we think about those topics. As much as it is related to the people who are maybe doing the work —if we think about these as different topics, in other words —strategies about the future, about the direction and making choices. Execution is taking this strategy somehow and putting it in place. The strategy has to encompass not just direction, but what will it take to actually get that done?"Show Links:Guest ProfileProfile: Northwestern Kellogg UniversityPaul Leinwand on LinkedInPaul Leinwand on TwitterHis WorkBeyond Digital: How Great Leaders Transform Their Organizations and Shape the FutureStrategy That Works: How Winning Companies Close the Strategy-to-Execution GapThe Essential Advantage: How to Win with a Capabilities-Driven StrategyCut Costs, Grow Stronger : A Strategic Approach to What to Cut and What to Keep