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Figure 3.8 The expected and actual experience of presenting to executives. My general approach to presenting to senior leaders is: Tie topic to business value. One or two sentences to answer the question “Why should anyone care?” Establish historical narrative. Two to four sentences to help folks understand how things are going, how we got here, an

By tracking your eras and transitions, you can avoid lingering in any era beyond the point when you’re developing new masteries. This will allow you to continue your personal growth even if you’re working in what some would describe as a boring, mature company. The same advice applies if you’re within a quickly growing company or startup: don’t tre

When I have a problem that I want to solve quickly and cheaply, I start thinking about process design. A problem I want to solve permanently and we have time to go slow? That’s a good time to evolve your culture. However, if process is too weak a force, and culture too slow, then organizational design lives between those two.

There is a lot less competition for hard work.

Long term, I believe that your career will be largely defined by getting lucky and the rate at which you learn. I have no advice about luck, but to speed up learning I have two suggestions: join a rapidly expanding company, and make your peers your first team.

The act of writing a strategy leads folks through a systematic analysis, so, even if we don’t share them, writing these documents helps us work through quite a few challenges, both overwhelming and mundane.

Tactically, ensure that the work your team is doing is valued: the quickest path out of innovation is to be viewed as a team that builds science projects,

To increase the number of folks leading this kind of project, I’ve iterated into a structured process that has worked quite well: