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Writing, research, projects, and photos around “Decision Making”.
The Business Model Canvas from an enterprise investment class, noted for myself: what each of the nine boxes is, the question each box must answer, and why the line 'all of them must be satisfied for a project to succeed' depends on the company's stage.
A hands-on companion to the Five Lenses method: four scenarios — interview, promotion, reporting, and cross-team collaboration — show how to apply the structured tools and the Five Lenses to real problems.
Part of the column “Thinking Practice” · Chapter 4
Condensing the judgments that have recurred over the past few years in management, collaboration, and decision-making into a single master summary told just once: judgment, boundaries, alignment, context, closed loop, resources, team, and retrospective — each pointing to one expanded article.
A note on a distinction: the business model canvas is 'made for yourself,' the startup pitch is 'told to others,' and investor due diligence is 'others scrutinizing you'; the three differ completely in purpose, focus, and framing — don't mix them up.
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
Read summaryDistill scattered thoughts into a document that can be discussed and acted on: tools handle the organizing, people handle the judgment.
Part of the column “Documentation & Knowledge” · Chapter 3
Technical planning is not a project list. At its core it is two things: understanding the business you serve (business analysis) and understanding the gap and level against competitors (competitive analysis), then linking them into a causal chain of goals, trade-offs, and execution.
Part of the column “Technical Systems” · Chapter 1
When business growth slows, teams get anxious together. First set the tone of 'respond positively, analyze the problem, solve the critical path,' then talk through what's going wrong item by item.
Part of the column “One-on-One Conversations” · Chapter 12
Career growth isn't just shipping more requirements—it's gradually expanding your responsibility for defining problems, making trade-offs, and collaborating.
Planning and retrospective are not about completing tasks. From the difficulty of setting goals, to methods for retrospective, and on to orienting around your own growth — a complete list of topics.
Part of the column “One-on-One Conversations” · Chapter 11
The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.
Technology can't manufacture a selling point out of thin air, but engineers can still help the team understand users more precisely, shorten validation cycles, and turn implicit constraints into choosable problems.
Frontline management is not about doing a bit more work for the team; it is about continuously producing better judgment, predictable delivery, and a collaboration system that can repair itself.
Part of the column “Building Teams” · Chapter 1
Structure isn't about applying a template; it's about making problems, evidence, trade-offs, and decisions checkable by others. A ready-to-use training and questioning checklist.
Part of the column “One-on-One Conversations” · Chapter 7
Product sense isn't guessing at requirements. A ready-to-use list of talking points, from two angles: how engineers should understand the product, and what product managers actually do.
Part of the column “One-on-One Conversations” · Chapter 6
From completing requirements to taking part in planning, how engineers place technical implementation between user problems and business outcomes.
Part of the column “Product Judgment” · Chapter 1
Recruiting is not just about filling a vacancy; it is about continuously clarifying what the team needs and can offer, and calibrating judgment with every choice.
Part of the column “Recruiting & Professional Relationships” · Chapter 1