Search Results for: product lifecycle – Page 5

Top-Level OKRs Strategy Survey

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

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Who Should Own the Customer?

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,

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The Top 10 Signs It’s Time To Change Your Organizational Structure

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

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The 3 Agreements for Type-1 vs Type-2 Decisions Download

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.

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It’s Not a Problem to Solve. It’s a Polarity to Manage.

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

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Top-down vs. Bottom-up Hierarchy: Or, How to Design a Self-Managed Organization

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

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Predictable Revenue: How to Structure the Customer Success Role

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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Why You Should Not Have a President and COO

Don’t Design Yourself Out of Your Own Company Summary Insight: Don’t crown a COO just to “fix” the founder. That move creates confusion, not clarity. Scale with a smart structure, not a shortcut. Key Takeaways: A President/COO role often leads to power struggles, stagnation, or the founder’s quiet exit. Consolidating distinct functions—like Sales and Marketing or Product and Ops—cripples effectiveness.

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