Tags
Writing, research, projects, and photos around “Decision Making”.
A proposal is due for review, three projects do not fit the next planning cycle, and another delivery is late. Five independent skills, each with an input and a concrete output you can take into a discussion.
View projectA reflection on how supply and demand, entry and exit, and resource commitments connect company building with financial trading.
Short
6 min read
A framework for understanding how an organization distributes people decisions, problem and priority decisions, budgets, and capacity—and for seeing what a manager of managers can decide, negotiate, or escalate.
Short
7 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 2
How a manager of managers can coordinate frontline managers, make cross-team choices, and use authorization and resources without taking back daily management.
Short
3 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 3
Business Model Canvas explained through nine questions: what each box answers, how the pieces fit together, and why a project's needs change across company stages.
Method
5 min read
A note on a distinction: the business model canvas is 'made for yourself,' the startup pitch is 'told to others,' and investor due diligence is 'others scrutinizing you'; the three differ completely in purpose, focus, and framing — don't mix them up.
Method
5 min read
A practical management framework built from eight recurring judgments: problem definition, boundaries, alignment, context, closed loops, resources, teams, and retrospectives.
Short
8 min read
A hands-on companion to the Five Lenses method: four scenarios — interview, promotion, reporting, and cross-team collaboration — show how to apply the structured tools and the Five Lenses to real problems.
Short
3 min read
Part of the column “Thinking Practice” · Chapter 4
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
19 min read
Read summaryDistill scattered thoughts into a document that can be discussed and acted on: tools handle the organizing, people handle the judgment.
Short
3 min read
Part of the column “Documentation & Knowledge” · Chapter 3
Technical planning is not a project list. At its core it is two things: understanding the business you serve (business analysis) and understanding the gap and level against competitors (competitive analysis), then linking them into a causal chain of goals, trade-offs, and execution.
Short
16 min read
Part of the column “Technical Systems” · Chapter 1
When business growth slows, teams get anxious together. First set the tone of 'respond positively, analyze the problem, solve the critical path,' then talk through what's going wrong item by item.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 12
Career growth isn't just shipping more requirements—it's gradually expanding your responsibility for defining problems, making trade-offs, and collaborating.
Short
5 min read
Planning and retrospective are not about completing tasks. From the difficulty of setting goals, to methods for retrospective, and on to orienting around your own growth — a complete list of topics.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 11
The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.
Short
2 min read
Technology can't manufacture a selling point out of thin air, but engineers can still help the team understand users more precisely, shorten validation cycles, and turn implicit constraints into choosable problems.
Short
2 min read
Frontline management is not about doing a bit more work for the team; it is about continuously producing better judgment, predictable delivery, and a collaboration system that can repair itself.
Short
10 min read
Part of the column “Building Teams” · Chapter 1
Structure isn't about applying a template; it's about making problems, evidence, trade-offs, and decisions checkable by others. A ready-to-use training and questioning checklist.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 7
Product sense isn't guessing at requirements. A ready-to-use list of talking points, from two angles: how engineers should understand the product, and what product managers actually do.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 6
From completing requirements to taking part in planning, how engineers place technical implementation between user problems and business outcomes.
Short
13 min read
Part of the column “Product Judgment” · Chapter 1
Recruiting is not just about filling a vacancy; it is about continuously clarifying what the team needs and can offer, and calibrating judgment with every choice.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 1