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Members-Only Articles   //  Page 2

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Fundraising Without Investors

Two personal stories of capital expertise 'in the small' — or why financing creativity can be just as important to smaller businesses, as it is in larger, more sophisticated ones.

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Executing on Becoming Data Driven: The Technicals

A technical overview of how I'm applying the methods and ideas of the Becoming Data Driven in Business series.

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Executing on Becoming Data Driven: The Politics

Every analytics project consists of two parts. The technical part, and then the 'get the organisation on board' part. We talk about why the latter is the real challenge.

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What To Think When Looking at a Chart

In a business context, what should you think when presented with a time series? Or: a really dumb question that nobody seems to talk about.

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Process Behaviour Charts: More Than You Need To Know

The process behaviour chart is the easiest way to differentiate between routine and exceptional variation. This is everything you need to know to use it well.

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Creating New Drills for Deliberate Practice

A lesson from a four month accelerated expertise experiment. Or: why creating new drills for a deliberate practice training program isn't as difficult as you might think.

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Feature image for Operational Excellence is the Pursuit of ‘Knowledge’

Operational Excellence is the Pursuit of ‘Knowledge’

It turns out that operational excellence results from the pursuit of a certain form of knowledge and using metrics in business is about the pursuit of this knowledge. This is Part 3 of the Becoming Data Driven series, and the result of a deep dive into the field of Statistical Process Control.

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How to Become Data Driven

The answer, like most things from Statistical Process Control, is more surprising and more obvious than you might think.

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Feature image for Is This a Moat: Mailchimp and PayPal’s Algorithmic Advantage

Is This a Moat: Mailchimp and PayPal’s Algorithmic Advantage

Two case studies of real world competitive advantage, followed by a question: was this a moat or not?

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Process Improvement is Trickier Than You Think

Most companies skimp on process improvement. But the surprising thing is that they do so not because they're bad or lazy — but because there are system dynamics that prevent them from doing so. We take a look at what those are.

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