Inspiration

Something to think with.

Articles about how companies grow, lead and decide, and a library of the models the reasoning rests on. Nothing sits behind a form.

Topic

Our own model · Metaphor · OperationsNewThe six and the nine.Two people, one figure painted on the floor. One sees a six and the other a nine, and neither of them is wrong.Read →
Classic · Model · CommercialNewPorter's five forces.Industry profitability is decided by five forces, and the competitors are only one of them.After Michael PorterRead →
Article · DirectionNewLoneliness at the top.The more responsibility you carry, the fewer people are left to think out loud with without it having consequences.Read →
Classic · Model · OperationsThe Lippitt-Knoster model for complex change.Five things a change needs at once. Take one away and it doesn't fail quietly, it produces a symptom you can name.After Mary LippittRead →
Classic · Method · DirectionOKR.A goal in plain language and a few measures that show whether it is getting closer. Most implementations fail, and nearly always for the same reason.After Andy GroveRead →
Article · Series in 3 partsFrom strategy to everyday work.People do whatever is easiest, and they're right to. The returns and the late payments at the far end are usually a receipt for what the right thing cost somebody further back.Read →
Our own model · Principle · OperationsThe right person doing the right thing.Most staffing problems are really placement problems. The person is rarely wrong, the task is.Read →
Classic · Model · CommercialCore, actual and augmented product.Nobody ever buys the core on its own. The competition is almost always decided in the outermost layer.After Philip KotlerRead →
Article · OperationsWhat sticks, sticks.I spent years trying to become someone else. It didn't work, and it took until I was forty before I understood why.Read →
Our own model · Model · CommercialThe offer sits in the intersection.Customers, employees and price. The offer isn't any one of them, it's what sits where all three meet.Read →
Our own model · Model · DeliveryTotal quality.Companies that lose deals on price often have a ratio that nobody owns.After Christian GrönroosRead →
Our own model · Principle · DirectionDeliberate decisions.A decision nobody made is a decision nobody can learn from. That holds just as much when it went well as when it went badly.Read →
Our own model · Thesis · CommercialNever cut the price, change the scope.A discount is the one answer that makes quality pay the difference. Reducing the scope puts the choice back with the customer.Read →
Our own model · Metaphor · OperationsThe iceberg.Only a tenth of it shows. The dangerous part isn't that the customer misses the rest, it's that the person who built it stops counting on it themselves.Read →
Classic · Method · CommercialBusiness Model Canvas.Nine boxes describing the whole business model on one sheet of paper. Two sheets, one for today and one for three years from now, and the gap between them is your list of initiatives.After Alexander Osterwalder och Yves PigneurRead →
Our own model · Method · DirectionCritical success factors.What has brought you here, and what's critical from here on? Four answers are enough: keep, change, add, remove.Read →
Our own model · Metaphor · OperationsThe snowball.A company that can only do what the founder can do is worth exactly as much as the founder has the stamina for.Read →
Our own model · Principle · OperationsCutting corners is a master's privilege.The shortcut has to be earned. First you do the work the long way, enough times to know what each step is there for.Read →
Classic · Model · CommercialAIDA.Attention, interest, desire, action. Most companies put nearly all their effort into the first step and almost none into the last.After Elias St. Elmo LewisRead →
Classic · Method · DirectionSWOT.
SWOT
Strengths, weaknesses, opportunities and threats. The most used of all the models, and the one that most often stops halfway.After Albert HumphreyRead →
Classic · Model · DirectionThe Ansoff matrix.Four ways to grow, with four completely different levels of risk. Most companies pick the hardest one first.After Igor AnsoffRead →
Classic · Model · DirectionThe BCG matrix.Stars, cash cows, question marks and dogs. The model was made for groups of companies, but the question underneath it applies to everyone.After Bruce Henderson, Boston Consulting GroupRead →
Article · DirectionWhy decisions never happen.The decision was made, everyone agreed, and still nothing happened. That's rarely down to unwillingness and almost always down to time, knowledge, or a key nobody can find.Read →

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