Learning from history is often problematic — history is context and path dependent, and it doesn't repeat itself. But what if there is a better way to read history, one that sidesteps these problems?

What we've learnt from creating a simple CFT case library for business.

Believability is a heuristic for practical advice. Here's one surprising way that it can fail.

If everyone competent iterates their way to the same kind of hiring process, then you can probably use that process as a smell test when you're evaluating companies.

Bootstrapped operators who take their hiring seriously all eventually end up designing a system with the same fundamental approach. Here's how you can do it too.

A look at several concept instantiations embedded in Danny Meyer's 2006 business biography, Setting The Table.

Everything I know about learning in novel, ill-structured domains, summarised in one piece.

If your incentive set leads to differentiated behaviour, why don't more competitors copy it? Because it's hard to copy, that's why. Here are two reasons how.

The second part of a three part piece on incentives. It turns out that if you've grokked the primary incentives of an industry, you can do one other thing: identify aberrations, and use that as a guide to dig further.

What an understanding of incentives can do for you, through the lens of one industry that we're all familiar with.