25
How to run an organisational diagnostic is mostly a question of boundaries and sequence. The work starts acting on the organisation from the first interview invitation, long before anything is written.
6 min readDiagnosis
Notes
Archive — page 3
26
In fintech the two are named in one breath and handed one seat. One of them is answering a question of law and the other is quoting a price, and a single seat gets both of them wrong.
6 min readDecision clarity
27
The three tiers are not one meeting run at three speeds. The daily is the one most often added without cause, and the test for whether it is earned takes a single question.
6 min readOperating cadence
28
The question expects a number to be chosen. A leadership team is already running one, and it can be read off last quarter's review minutes rather than negotiated for next quarter's deck.
6 min readGrowth
29
Systemic diagnosis tools are not interchangeable. Each family asks one question, and the question chosen before any evidence is gathered decides which causes the diagnosis can reach at all.
6 min readDiagnosis
30
A bank can staff a payment product decision correctly and still get it wrong, because having an owner is not the same question as having the right one.
5 min readDecision clarity
31
Most weekly meetings report on the seven days that already happened. A weekly rhythm that works is built to decide the seven days that have not, and almost nobody sets it up that way on purpose.
5 min readOperating cadence
32
A leader rarely adds a fourteenth priority because the company needs one. They add it because saying yes costs nothing today, and the bill does not arrive on their desk.
6 min readGrowth
33
A consulting engagement is won on a proposal that already names the fix. The diagnosis that follows is real work, but it starts with the answer already public.
6 min readDiagnosis
34
Every checkout roadmap item that removes friction to raise conversion is, from another desk, a change to the fraud-loss curve. Nobody assigned who wins.
6 min readDecision clarity
35
Every layer below the leadership team can borrow its cadence from the layer above. The leadership team has no layer above it to borrow from, and most of them run their own room as if they did.
6 min readLeadership
36
A leadership team that calls fifteen initiatives priorities has not set priorities. It has described its full workload and left execution to discover which parts of it were ever going to happen.
6 min readGrowth