- Local power outrage that endures for a few days in SF
- South China Sea drama
- Solar activity
- New hit distraction gobbling up attention
What happens when analysts draw on flows instead of stocks? Hmmm one immediate result is that it can feel like a cacophony to management as there’s more and more information without new operational rhythms and culture, dare I say protocols, to find the signal in the noise. I see that today in my org where’s there’s a ton of legacy Taylorist managerialism in a this is water sense which leads to bandwidth blockages of executive time. Without delegation of basics, things languish so there’s a growing frustration as good ideas languish before execution, if it ever happens.
Fourth one is probably the closest to what I'm imagining. Another one would be lack of internal documentation, which happens a lot.
Agreed. It's easy for executives to go from a control valve to a bottleneck if they don't do a good job of delegation. OTOH, it makes for a clear lever to pull on. The good thing about execs is that they're usually strong learners if you meet them where they're at. Easier said than done, but... always worth attacking a bottleneck. I know Luca Delanna has some good stuff on delegation: https://luca-dellanna.com/posts/bad-good-great
Nice. Reusable engines seems like a list of things that are risk of ossification, possibly cause they are built incrementally over decades rather than a couple of years? They also seem like things that have their own cosmotechnics depending on the region - such as Keynesian economics vs centralized planning economics etc or western legal systems vs islamic legal system.
That tracks. I think their ossified state is also part of their usefulness. To extend the analogy, a flywheel made out of rubber would have zero integrity.
Suez canal blockage options:
- Local power outrage that endures for a few days in SF
- South China Sea drama
- Solar activity
- New hit distraction gobbling up attention
What happens when analysts draw on flows instead of stocks? Hmmm one immediate result is that it can feel like a cacophony to management as there’s more and more information without new operational rhythms and culture, dare I say protocols, to find the signal in the noise. I see that today in my org where’s there’s a ton of legacy Taylorist managerialism in a this is water sense which leads to bandwidth blockages of executive time. Without delegation of basics, things languish so there’s a growing frustration as good ideas languish before execution, if it ever happens.
Good framing and quality 2x2
Fourth one is probably the closest to what I'm imagining. Another one would be lack of internal documentation, which happens a lot.
Agreed. It's easy for executives to go from a control valve to a bottleneck if they don't do a good job of delegation. OTOH, it makes for a clear lever to pull on. The good thing about execs is that they're usually strong learners if you meet them where they're at. Easier said than done, but... always worth attacking a bottleneck. I know Luca Delanna has some good stuff on delegation: https://luca-dellanna.com/posts/bad-good-great
Nice. Reusable engines seems like a list of things that are risk of ossification, possibly cause they are built incrementally over decades rather than a couple of years? They also seem like things that have their own cosmotechnics depending on the region - such as Keynesian economics vs centralized planning economics etc or western legal systems vs islamic legal system.
That tracks. I think their ossified state is also part of their usefulness. To extend the analogy, a flywheel made out of rubber would have zero integrity.
Awesome post 😎 So many good ideas in here.
Also, just got Post-it Certified, for the lolz
Thank you mate 🫡 I have been loving the Posthog newsletter, even as a non-user.
That makes me happy, new one from me coming Monday 😎