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Feature image for Members Preview: An Easier Way to Create XmR Charts

Members Preview: An Easier Way to Create XmR Charts

Early access to some software we've built to make XmR charts more accessible.

 Members only
Feature image for Tacit Expertise Extraction, Software Engineering Edition

Tacit Expertise Extraction, Software Engineering Edition

One software engineer's story of extracting expertise from the heads of 'a tiger team of senior software engineers'. Useful to anyone who might want to accelerate their own skills.

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One Definition of Wisdom

Charlie Munger’s biggest business mistake, and what it tells us about wisdom.

 Members only
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Becoming Data Driven, From First Principles

People often say things like "become data driven" without explaining what that means or how to do it. This is everything you need to know to actually become data driven, from scratch, using the same first principles that Amazon, Koch, and Toyota used back in their day.

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A Most Unlikely Master of Capital Allocation

If the most unlikely, most un-businesslike person could become a masterful capital allocator late in her life, then perhaps you could, too.

 Members only
Feature image for The 2023 Commoncog Recap

The 2023 Commoncog Recap

Everything that we covered in 2023, and what to expect now that Commoncog has a new direction.

Feature image for Data and the Capital Cycle: How Koch Became an Empire

Data and the Capital Cycle: How Koch Became an Empire

How Koch Industries became an empire. We draw on ideas from both the Becoming Data Driven series and the Capital Expertise series.

 Members only
Feature image for Marvel Studios’s Origin Story

Marvel Studios’s Origin Story

The creation of Marvel Studios was contingent on some very creative financial dealmaking. A story of superb capital expertise in action.

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Commoncog's Next Phase

Announcing the launch of the Commoncog Case Library, setting the Learning in Ill-Structured Domains series free, and one more thing.

Feature image for Strong at Capital, Bad at Everything Else

Strong at Capital, Bad at Everything Else

Two examples of operators who were strong on the capital side of the business expertise triad, but weak in just about everything else.

 Members only