Who decides what, with whom, and how; the most consequential design choice in any organization.
Last week, my lovely and talented colleague Vlad wrote about three steps to eliminate/mitigate risks in strategy – understand, assess, neutralize – and offered a chart that caught my eye. Vlad adapted a piece of HBR chartery that was fundamentally similar to a Boris Cube, something used by aerospace engineers to
High-quality strategies in ecosystems offer four things: loud feedback; flexibility in acceptable outcomes; shared indicators for failure and success; recognized connection points.
Sorta classic that in 2011, I was blogging about diagnosing business problems on Valentine's Day.
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