Consulting X @CurrentlyLearn

10 concepts for Product Builders explained: 🧵 1/ Kano Model(Prioritisation) 2/ 7 Powers (Strategy) 3/ CIRCLES (Interviews) Strategy essays from 4/ Gibson Biddle 5/ Melissa Perri 6/ Roman Pichler 7/ Consulting Models 8/ Porters 5 Forces 9/ Elena's PLG 10/ Differentiation Models

@MalikMinhaj @swardley Easiest to answer on a map 😀

NEW POST My colleague Sarah Taraporewalla begins an article to describe an approach to building technology strategy. It identifies common strategic directions, using them to indicate the investigations needed to understand the technology implications martinfowler.com/articles/creat…

LLMs can act as a check on the homogenisation process and a constant reminder of what is happening outside of the organisation. knowledge.insead.edu/strategy/how-a… via @INSEADKnowledge

X: Are you interested in cloud? Me: I retired from cloud in 2010. Are we still having these conversations? Just use it and migrate. X: What about serverless? Me: I retired from serverless in 2020. Just use it and migrate. X: What about AI? Me: My interest is in practice not tech.

@arneblom61 @HarvardBiz Changing a company typically influences company culture but is not the same. On the other side if you want to change something in your company, you can't do it against culture.

Worth reading, independently from when written and Part 1 - about communication, team management and organizational culture: DevOps Culture (Part 2) itrevolution.com/articles/devop…

There are 4 basic team cultures, with different emphases on psychological safety and different emphases on intellectual honesty. Each culture supports or discourages learning and innovation to different degrees. mitsmr.com/3XyG09v

High WIP (work-in-progress) is one of the worse viruses for you business can have. It's damaging on two fronts: 1) It hurts your customers = lower quality, poor outcomes, slow work, etc... 2) It hurts your people = stress, overwork, disengagement, etc…

Artificial intelligence (#AI) and machine learning (ML) continue to push the boundaries of what is possible in marketing and sales. Now, generative AI promises to disrupt the way B2B and B2C players think about customer experience, and growth. Learn more: mck.co/3OokzEJ

Back when I worked at Tesla, I had two meetings total with Elon. Both part of sharing best practices from the field and working out how to deliver more cars. Each Manager, had to present 3 practices of what we were doing in our region to deliver more cars. I was second in line. The first manager was totally unprepared. She stuttered, didn't really know what to say, came up with some suggestions. I don't think she lasted very long after that. It was my turn. I said my part, Elon listened, nodded a few times. We had a short discussion about advertising and influencer marketing, specifically the twitter interactions Elon was having with @waitbutwhy back then. Elon made it absolutely clear that we weren't paying influencers and never would. When I'd finished, I stood up, relieved as hell to be finished and walked over to the long buffet lunch table to grab a coffee, while the Manager next in line was talking. As I poured my coffee, a colleague came over and stood next to me. Rather than reach for the milk at the other end of the table, I said quite directly "Pass the milk, mate". As I realised who I was talking to, Elon said "Oh sure" and passed me the milk, without missing a beat. Of fuck ,I thought. Elon didn't flinch, as I thought I'd be fired immediately for being insubordinate or some such reason. As he walked back to his chair, he said "send me a follow up e-mail with your points". I sent it that evening, and got a reply the following morning. "Good, carry on"...which is kind of a win from Elon. I slept well that night. One of my most memorable experiences at Tesla. $TSLA

What Is DevOps? Improve collaboration across IT teams, accelerate deploy cycles, and deliver better experiences with this modern software development methodology. newrelic.com/devops/what-is…

How to use the Disney Method for idea generation and evaluation dld.bz/f3ySk

Technical debt is a term used to describe the cost of shortcuts taken during #softwaredevelopment that result in suboptimal code. For details about the dangers of a backlog of technical debt, visit my blog: foxconsulting.co/post/the-dange…

My favorite paradox: Humans put a man on the moon -- before they put wheels on luggage. The smartest minds of a generation all carried their luggage... Einstein, Edison, and Tesla all carried their luggage. Neil Armstrong carried his luggage on the way to NASA's HQ. Why? The first patent was registered in 1970 by Bernard Sadow. Despite this, it didn't take off until 1989 -- when pilot Robert Plath created the Rollaboard. Humanity suddenly woke up from this collective hypnosis and realized how obvious it was. ----- 1. Mimetic Thinking Nobody saw the obvious idea -- because nobody else saw it. Working from first principles requires cognitive RAM. Your brain outsources thinking to other people because it's energy efficient. 2. The Simple Idea Hidden In Plain Sight Peter Thiel said the best stock pick of the last decade would've just been buying FAANG and hold. No hedge fund did this. Why? They wanted to appear smart. People were spending their lives trying to design flying cars before we put wheels on luggage. 3. Where is luggage without wheels in 2023? If you want a sleepless night, ask yourself that question before bed. What simple idea is everyone ignoring in 2023 because everyone else is ignoring it?

I was expressing my opinion about the strategy cycle. My understanding of the OODA loop is: * Observe is what you see * Orient is where you add meaning * Decision is where you take risks * Act - when you do things The Strategy Cycle redefines it - it says roughly: * Purpose - define your mission * Observe - look at the environment (observe and add meaning) * Orient - evaluate your capabilities (observe and add meaning) * Decide - take risks * Act - act The original OODA loop seems to highlight the efficiency of observations - that you should design your environment in such a way that you will understand the results of your actions quickly. The modified OODA loop emphasises the order of looking at things (external over internal) and explicitly brings principles, some of which cover the original expression of the OODA. I know you and many people find the reinterpretation to be useful, but it is a trade-off - the focus is shifted from the efficiency of observations (original OODA loop) to taking into the account context (Strategy Cycle). In the original OODA loop, the entire mapping fits into the Orient phase. It helps to derive meaning from observations. And to end this lengthy post, and check who has read it till the end, here is some Friday bait😁😁😁: How can one know that @spurkis's doctrine variation (which you Simon used) is the right one and not the one presented in the book, which has no categories?

Underrepresented #startup founders face significantly more obstacles and challenges than others. However, by helping them to navigate these circumstances, massive #investment and #innovation opportunities can be unlocked. Here's how to do it: mck.co/3rSlNAv

Just saw about mapping all over again ... @swardley 's gift is must watch : ( 40 min , 20 mins on 2x) :youtube.com/watch?v=L3wgzl…

MECE is a consulting term from McKinsey that means: mutually exclusive collectively exhaustive. Basically: every branch of your issue tree should be independent and not overlapping w the other branches at the same level. Revenue and operating costs, for example.

The Complete #Guide to the #KanoModel foldingburritos.com/blog/kano-mode…