Frameworks

Frameworks aren’t how I avoid complexity. They’re how I make complexity shareable.

Pattern

Something I keep seeing and acting on in the work that hasn’t yet cleared my bar for a name.

Named Model

An idea with a name and parts that I use in coaching, still being tested against new cases.

Framework

An idea that has cleared the whole bar: three unrelated examples, a practice field, a published essay, and use in coaching.

Gap-First Thinking

Prioritize ops work by the gaps your customers feel, not the pain your teams feel.

Framework

Ops teams fix problems from intuition, from experience, or from the customer's gaps, and the third is the one worth reaching.

Framework

Every go-to-market goal comes down to one of four levers: volume, value, velocity or conversion.

Framework

Five symptoms that tell you your revenue teams are working next to each other instead of with each other.

Framework

Four depths of go-to-market collision, from a process fix to a change in what business you're in.

Named Model

Every give is a trade: when you offer something, ask for something of equal weight back.

Pattern

A four-quadrant way to decide what deserves attention now, what deserves a plan, what can be handed off, and what should stop.

Framework