Tagged: strategy
Clear âś•In a 1,500-person organization, there are 1,124,250 possible one-to-one connections. But the number of possible groups is far greater: about 1.35 Ă— 10^451. That is why scale is not only a coordination problem. It is a clarity problem first. AI can help with some of that. It can summarize, draft,
The Internet Stops Being Something You Use. It Starts Working For You. The web has always assumed you do the work. You search, click, compare, decide. Every product and interface is built around that loop. That loop is breaking. A recent paper on the "Agentic Web" puts it simply: we're moving fr
Scaling demands clarity. Without it, decisions drift, teams scatter, and momentum stalls. Frame, Floor, Focus is a simple framework to stay sharp. It comes from Dr. Benjamin Hardy’s The Science of Scaling — a must-read. Frame: What You See Your frame is shaped by your goal. Change the goal, and yo
Why Monthly Rates, Not Hourly, Are Ideal for Long-Term Work If you’re a contractor, service provider, or even an employee working in a long-term agreement, there’s one simple way to keep things clean and fair: Charge a monthly rate. One number. One agreement. One steady rhythm. Not based on hour
It can be difficult to grasp that two opposing truths can both be right. Yet nowhere is this paradox more evident, or more consequential, than in the nature of conviction. Strong conviction has sparked new technologies, toppled injustice, and turned the seemingly impossible into reality. Yet, thro
I’ve always believed that “sales” can be summed up like this: Make yourself available to understand whether you can make a positive difference for someone—then help them get started with your product or service. It’s about genuinely wanting them to be successful and believing that what you offer i
In _Barbarians to Bureaucrats_ (published in 1989), Lawrence M. Miller describes a simple but profound pattern: organizations, like civilizations, evolve through stages of vitality and decline. They begin with founder-driven boldness (the Barbarian), grow through structure and innovation (the Build
I’m a big fan of removing layers of abstraction between the purpose of an organization and the specific outcomes desired to achieve that purpose. One layer of “questionable” abstraction is the standard job title. Does a title like VP of Engineering, Head of Marketing, Social Media Manager, Software