Is Your Second Business Line Stalling Out? Summary Insight: If your second business unit is stuck, the real problem is likely upstream. Don’t blame the child—fix the parent. Structure and process flaws in the core business choke growth before it starts. Key Takeaways: Your second unit can’t scale if the core is cracked. Fix the foundation first. Most launch failures
Set the Right Strategy for Your Stage Top-Level OKRs Strategy Survey: Set the Right Strategy for Your Stage Watch: A New and Better Way to Do SWOT Analysis (part 2 or 2). The Top-Level OKRs Strategy Survey allows your team to quickly align on the right top-level strategic objectives by using lifecycle theory. We believe that if your company is
Design the Process to Win Summary Insight: Stop looking for a single “owner” of the customer. World-class execution comes from a well-designed structure where every role owns their slice of the journey. Key Takeaways: Map the entire customer journey—then assign one role to own each step. Don’t collapse conflicting accountabilities into one role. It creates drag. The whole team wins,
If It’s Not Working, Fix It Summary Insight: Your strategy won’t scale if your structure is stuck. Use these 10 signs to know when it’s time to redesign—or risk collapse under your own complexity. Key Takeaways: Structure enables—or blocks—strategy, execution, and innovation. If you’re stuck in chaos, silos, or stalled growth, it’s probably structural. The cure isn’t more policies—it’s a
Don’t Treat All Decisions the Same Summary Insight: If you want speed, accountability, and execution at scale, stop drowning in policies. Start operating from principles that cut noise, clarify decisions, and unleash momentum. Key Takeaways: Not all decisions are created equal—Type 1 and Type 2 require different playbooks. The 3 Agreements build a culture of ownership, alignment, and fast execution.
I saw this image circulating around social media last week and I had to roll my eyes. It shows “new management thinking” on one column compared to “old management thinking” in the other. It’s not because I don’t believe in the values of new management thinking. Quite the contrary. It’s that making the shift from old management thinking to new
Can You Design the Game for Others to Play? Summary Insight: Self-managed organizations don’t emerge from chaos—they’re architected. What looks like bottom-up magic is really top-down design done right. Key Takeaways: Structure’s real purpose isn’t control—it’s delegation. Design-centric leadership shapes culture, autonomy, and execution without stepping in. Transparency, mindset, and defending against efficiency creep are make-or-break. Should you run a
If You Want Something to Improve In Your Org, Create a Role Accountable for It Summary Insight: If you treat Customer Success like Account Management, you’re setting fire to scale. This article shows how to structure for growth by separating roles, styles, and time horizons. Key Takeaways: Account Management is a relationship role focused on key accounts and short-term revenue.
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