StrategyPart 1 of 3
The Symptom Is Never the Problem
When something is off and you can't name it, the lever you know best is the one you reach for. That's almost always the wrong lever.
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Short essays on what proximity hides — the assumptions that stop being tested, the patterns that become invisible because they became normal, and what a structured outside read actually finds.
When something is off and you can't name it, the lever you know best is the one you reach for. That's almost always the wrong lever.
When you're confident in a move, you don't think to bring in an outside read. That's exactly when one matters most.
When the business is humming, the read pays for itself in the things you find before they break. That math is harder to feel in the moment.
Every business has blind spots. The lens that built the business is the same lens that hides what it can't see.
A P&L can be accurate every quarter and still leave the leader unable to answer the basic question: which part of this business is actually making money?
A messy stack is a symptom, not a diagnosis. It points in one of two directions, and they are opposite directions.
The chart shows reporting lines. The operating model shows how work actually flows. They are two different documents, and most leaders only have the first one written down.
No cadence for its own sake. One essay at a time, when there's something worth saying.