» What happens when anyone in your org can build and ship product?
» GenAI is creating a productivity disparity between companies using it by default and those which are not
» Investors are increasingly valuing companies based on ‘revenue per employee’ (≈ efficiency)
» With ROI, development estimates may be optimistic; revenue estimates are often more so
» Your organisation has an operating system — the way it works — even if it’s not consciously designed
» Treating symptoms may provide short-term relief but does not alter the status quo
» Root cause analysis helps us to systematically prevent future issues or to repeat successes
» Impact maps help to connect what we choose to build and why we choose to build it
Revenue growth is the ultimate vanity metric. It’s lagging and measures an output, not an outcome. That’s why it’s a terrible choice of OKR.
There is a popular myth that in order to protect its metalwork from the salty ravages of the nearby North Sea, the Forth Bridge needed to be painted to keep it proofed against corrosion. The task took so long that, by the time the painters finished one job, it was immediately time to begin over.
Do you find it difficult to set appropriate financial targets for your product?
