A long queue
A long queue for what you’re selling is a good problem to have. It means people want what you have, and are willing to pay… Read More »A long queue
Seth Godin on creating a (generous) monopoly
Every successful business has a monopoly—a monopoly on what it makes that someone else can’t make the way they make it. That leaves out commodity… Read More »Seth Godin on creating a (generous) monopoly
Yardstick: more capacity
If you’re feeling overwhelmed or that progress is slow, it may help to look back at last year, when you probably felt the same. A… Read More »Yardstick: more capacity
The assumption that underpins all of your work
… is that people can change, and that things can get better. If you didn’t believe this already you probably wouldn’t be reading this. The… Read More »The assumption that underpins all of your work
DriverlessBookadile: Contents v.0.2
This post is part of the working draft of the DriverlessCrocodile Toolkit (read more here). I’d love comments, links to resources related to the theme,… Read More »DriverlessBookadile: Contents v.0.2
Amazon: working backwards and other stories
I’m late to the party on this, but I’ve just come across this very helpful technique for developing products and services, as used at Amazon.… Read More »Amazon: working backwards and other stories
Buzzy (Bee to Bee)
… is great when you’re working on your own, bashing through emails or making something. It’s less good when you’re making important decisions, working with… Read More »Buzzy (Bee to Bee)
Specs, laws and floors
A spec sets standards and defines output, and laws set the boundaries of acceptable behaviour. They are indispensable, but here’s the thing: specs and laws… Read More »Specs, laws and floors
Seth Godin on physical books
A book is a souvenir of an idea. You come in here, and you see something, and you go “Oh yeah!” and then you can… Read More »Seth Godin on physical books
Peter Drucker on improving decision making with feedback analysis
I’ve read and appreciated this suggestion from Peter Drucker enough times that I’m finally going to apply it. Here’s the idea: You can learn to… Read More »Peter Drucker on improving decision making with feedback analysis