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Many companies have invested in “transformation,” all claiming to use OKR, of course. But instead of using these investments as a way to become more outcome-driven, most organizations focus on [meeting due dates rather than outcomes](https://members.outcomeedge.com/i/143301848/you-are-also-dealing-with-weak-muscles).
Often the goal is simply to do something like “move to the cloud by the end of the year.” It doesn’t matter if this project made a difference or not, only that it was completed on time.
Treat Your Company as a Product
Felipe Castro
To understand how to set our strategic intents, we had to first understand what business value really means. Joshua Arnold, a business and product consultant and expert on cost of delay, uses a great model for thinking about business value,1 as shown in Figure 13-1. Figure 13-1. Framework for thinking about value, by Joshua Arnold (reprinted by permission of Joshua Arnold, © 2002)
Escaping the Build Trap
Melissa Perri
Three helpful lines of questioning to strengthen your scope:
When someone decides to buy and read your book, what are they trying to achieve or accomplish with it?
Why are they bothering?
After finishing it, what’s different in their life, work, or worldview?
That’s your book’s promise.
What does your ideal reader already know and believe? If they already believe in the importance of your topic, then you can skip (or hugely reduce) the sections attempting to convince them of its worth. Or if they already know the basics, then you can skip those.
Who is your book not for and what is it not doing? If you aren’t clear on who you’re leaving out, then you’ll end up writing yourself into rabbit holes, wasting time on narrow topics that only a small subset of your readers actually care about. Deciding who it isn’t for will allow you to clip those tangential branches.
Write Useful Books
Rob Fitzpatrick und Adam Rosen
...catch up on these, and many more highlights
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