Getting really strong Seth Godin vibes from this one. Reminds me of his earlier work on Purple Cow and Free Prize Inside talking about edge crafting and pushing things to the edge to stand out in a competitive market.
✅ my only nuance is to do number 2 then number 1 so that when you get to number three you map in reverse. I find that this unpacks issues sooner rather than later, allowing for more ideation and what ifs rather than getting bogged down in ‘short term ‘can’t do that’ thinking .. and opens the minds to the possibles. Thankyou for the reminders. Excellent as always.
This is a good framework and I obviously agree with the underlying rationale.
A caveat I'd like to point out is that we need to tweak some of the nuances based on the size of the company we're dealing with.
A small, agile start-up will (should? maybe?) have almost no friction in going the direction you articulate.
A big elephant (the type that has "old-man balls vibe" as you guys say... You know who!!) will have a hard time shifting. Budget fights are always going to be there.
But... not everything's lost.
I find there are ways to inject this type of thinking even in mammoth organizations and go bottom up - eg, take a "responsive" business unit and test the mindshift there.
Getting really strong Seth Godin vibes from this one. Reminds me of his earlier work on Purple Cow and Free Prize Inside talking about edge crafting and pushing things to the edge to stand out in a competitive market.
✅ my only nuance is to do number 2 then number 1 so that when you get to number three you map in reverse. I find that this unpacks issues sooner rather than later, allowing for more ideation and what ifs rather than getting bogged down in ‘short term ‘can’t do that’ thinking .. and opens the minds to the possibles. Thankyou for the reminders. Excellent as always.
This is a good framework and I obviously agree with the underlying rationale.
A caveat I'd like to point out is that we need to tweak some of the nuances based on the size of the company we're dealing with.
A small, agile start-up will (should? maybe?) have almost no friction in going the direction you articulate.
A big elephant (the type that has "old-man balls vibe" as you guys say... You know who!!) will have a hard time shifting. Budget fights are always going to be there.
But... not everything's lost.
I find there are ways to inject this type of thinking even in mammoth organizations and go bottom up - eg, take a "responsive" business unit and test the mindshift there.
Food for thoughts.