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How do you get better at understanding — and therefore doing — business?
When should you train, and when you should throw them into the deep end of the pool?
Why good product people talk about iteration, taste, and Christopher Alexander, while novices obsess over the trappings of frameworks.
Product validation frameworks often describe processes without talking about taste. Here's why this is almost always a bad idea.
A look at two syllabuses for learning the art of business, why they're rare, and why to take notice when a practitioner mentions one.
What the best book on business strategy actually looks like in practice. Also: why it's important to read business narratives to learn more.
What games are the best at simulating the lived experience of running a business? And what is that experience like, anyway?
How to pick tree books and branch books, demonstrated using an example of a reading program I developed for B2B sales.
Why focusing on the most important thing often means letting other things blow up.
What Amazon's Working Backwards process tells us about product development methodologies at large.
One way that first principles thinking fails is when you build your analysis up from a deficient set of base principles. Everything is correct and true, but you still end up mistaken. Here's how that looks like in practice.