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Strategy4 steps

Assume the Disruptor Is Right

During an existential threat, assume the disruptor is playing an optimal game and respond with overreaction

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Innovation3 steps

Build for Your Best User, Not Your Worst

In early product development, design for the user who gets it instantly, not the edge-case abuser

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Strategy4 steps

Charter, Goals, Roadmap: The Three Documents

Every level of the org needs three docs — mission/strategy, goals, roadmap — written top-down

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Entrepreneurship4 steps

Consumer Subscription Viability Test

Freemium-plus-paid-acquisition consumer subscriptions fail without ~60-70%+ retention or a network effect

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Leadership4 steps

Founder Intuition vs Team Expertise Handoff

Delegate to hires only once they consistently make better calls than you would — and signal in both directions

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Leadership3 steps

Minimum Viable Process (MVP)

Introduce the least process that reduces variance, and give your best people escape hatches

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Innovation3 steps

New Products as Internal Startups

Incubate new products like funded startups: tiny teams, prove ROI before funding, keep them separate

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Entrepreneurship4 steps

SaaS-Marketplace Transition Test

A SaaS business can add a marketplace only if it touches its customer's customer and those customers need multiple suppliers

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Leadership4 steps

Scenario-Based PM Interviewing

Interview PMs by making them do the real job under real constraints, not recite prepared stories

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Productivity3 steps

Ship-to-Learn Research Allocation

Reserve scarce user research for high-uncertainty, high-leverage problems; ship to learn everywhere else

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Strategy3 steps

The 70/20/10 Investment Split

Allocate product building time 70% core, 20% strategic, 10% bets to balance stability and innovation

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Leadership3 steps

The Product Talent Portfolio

Build a team of complementary spikes instead of clones of yourself, and hire specifically for your gaps

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Innovation4 steps

The Three Innovation Blockers

Diagnose why a team plays it safe by checking the three specific things that quietly kill big thinking

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Strategy4 steps

The Three Network Effects (and Why Social Products Must Evolve)

Classify defensibility as direct, cross-side, or data network effects — and know social products must add the latter two

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