“I'm walking into a meeting with fourteen people and no clear outcome.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
“Someone senior has asked 'what's your plan?' and I haven't got one yet.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
“I'm writing next quarter's plan and last quarter's didn't land.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
“We've been told to do more with less and I have to decide what stops.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
“The board has asked for a one-page strategy and I don't know where to start.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
“Two directors want different things from me and I have to pick.” A Playbook for leaders: a Position, a choice of Plays, a Plan of tools with Your Next Move, and the Precedents of those who faced it.
Martin Fowler's categorisation framework distinguishes between deliberate and inadvertent debt, and between reckless and prudent debt.
A structured framework organising metrics from high-level outcomes through mid-level drivers to operational measures.
Dave McClure's AARRR framework: Acquisition, Activation, Retention, Revenue, and Referral.
Technical practices for observing application behaviour, system health, and operational metrics.
