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2 recommend/use · 2 sourced episodes

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Innovation4 steps

AI at the Core vs AI at the Edge

Decide whether to sprinkle AI onto existing code or rebuild the workflow with the LLM as the core

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Strategy3 steps

Code Quality Doesn't Equal Product Success

Solve the real problem for real users; architecture and code quality are nearly orthogonal to success

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Leadership4 steps

Conway's Law Reorg: Go Functional Before You Go AI

Restructure engineering into one functional org before expecting company-wide AI or technical depth

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Leadership4 steps

Drive AI Adoption By Using It Yourself On A Real Problem

Executives using the tool daily on their own real problems beats any top-down mandate or think-piece

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Strategy3 steps

Ethnographic Insight Over Stated Preference

Observe what customers do, not what they say — AI transcript-reading is not true customer insight

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Communication3 steps

Opinionated Simplicity

Ship one compelling opinion instead of ten confusing options — you learn faster being wrong than being neutral

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Self-Mastery3 steps

Passion-Project Learning (An Eval for Your Life)

Learn new tech by picking one passion project that forces you to touch everything you need to learn

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Strategy4 steps

Question the Base Assumption Before Build-or-Buy

Before building OR buying a tool, ask whether the process needs to exist at all

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Innovation4 steps

Ride the AI Value Wave

Treat today's AI capability as the worst it will ever be and expand where it's most efficacious

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Entrepreneurship3 steps

Start Small, Don't Boil the Ocean

Narrow scope to the achievable thing in front of you, then build momentum on top of it

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Leadership3 steps

Strategy Activation via Crossing the Chasm

Treat internal strategy rollout as an adoption curve — over-communicate the why and manage early adopters vs laggards

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Entrepreneurship3 steps

The Sharp Problem

Build for old, enduring needs re-imagined with new tech so the improvement is 3-10x undeniable

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Leadership3 steps

The Shipyard Team

Organize product work as a six-capability pod of controlled chaos with sensory 'tendrils' to customers

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