A note from Daniel

Much of the work when tackling an ill-structured problem is framing the problem itself. How we frame a problem has a big impact on how we might solve it. For example, in the Wells Fargo story, their leadership, whether implicitly or explicitly, had framed the problem as "grow customer accounts at all costs." This framing opened the door to cheating. If, on the other hand, Wells Fargo had framed the problem as "create customers who want to open more accounts," bankers would have been less likely to cheat.

Daniel Continuous Discovery Habits, page 27 · July 23, 2023 Save to shelf
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Daniel p. 58

To shift your outcome from less of an output to more of an outcome, question the impact it will have. In addition to your primary outcome, a team needs to monitor health metrics to ensure they aren't causing detrimental effects elsewhere. For example, customer-acquisition goals are often paired with customer-satisfaction metrics to ensure that we aren't acquiring unhappy customers. To be clear, this doesn't mean one team is focused on both acquisition and satisfaction at the same time. It means their goal is to increase acquisition without negatively impacting satisfaction.
Daniel

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Ultra Successful p. 60

The False Constraints That Limit Your Potential: - How Quickly You Can Scale Whether it's your business or your career, there are unspoken timelines that people accept as gospel.They are all untrue: "You can only really grow at 10% a year." "You need to pay your dues for a decade before getting promoted." These artificial limits keep people moving at a crawl when they could be sprinting or pushing for more. The most successful people I know refuse to accept conventional wisdom about timelines, and oddly enough, they break them all the time.
Daniel

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