Activity -> Output -> Outcome -> Impact.

Team members think about activities.

Project leaders think about output.

Product owners think about outcome and management about impact.

So far so good.

But!

  1. Few organizations can connect the dots between them very well.
  2. Often Product Owners think output which breaks the chain.
  3. Many times Outcome and Impact are not even part of the plan.

How do we avoid 1–3?


When I saw the amazing Google Duplex demo from the latest Google I/O conference I was, like everybody else, blown away by the capability of the machine to understand human speech.

It’s easy imagining a world where computers make bookings and order food for us and take the place of the caller.

But why not make it take the place of the receiver, the person who answers, as well?

That would mean computers talking to other computers to handle bookings and stuff for us.

Which brings us to APIs.

An API, Application Programming Interface, is a protocol or language…


We’re currently doing a 2 day training session in what we call “3D Agile”.

The 3 “dimensions” of 3D Agile are:

1. Is the way we are working helping us, and the rest of the organization, make the right decisions and reach our outcome goals in an efficient way? If not, what needs to change?

2. Is our understanding of the customer (or whatever system we are trying to improve) correct or are we basing our decisions on the wrong assumptions? If so, what do we need to learn?

3. Do we have a clear picture of where we are…


“Strong opinions, weakly held.”

This is a quote from internet legend Marc Andreessen about how entrepreneurial leaders should think and act. This dichotomy is challenging to achieve, but necessary to embrace change while at the same time pointing out a clear direction for your team.

Another way to look at it is the concept of Length of Decisions.

That is, how far in to the future are you committing your focus, time and resources when you make decisions? Are you binding up capital and people in huge projects with big budgets that span over years? …


The Secret Master Plan your company badly needs

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Tesla Model 3

Tesla (finally) released the $35K version of Model 3 yesterday. This, in some ways, finalizes the “secret master plan” from 2006:

“So, in short, the master plan is:

Build sports car
Use that money to build an affordable car
Use that money to build an even more affordable car
While doing above, also provide zero emission electric power generation options

Don’t tell anyone.”

I wonder how many companies work like this, where you have a huge and ambitious goal, split that up into subgoals and let each subgoal finance the next one.


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Preparing for a sprint. Photo by William Stitt on Unsplash

A sprint is when you run as fast as you can a short distance. You exhaust as much energy as you can in what can be described as a focused explosion. The goal is set (typically 100, 200 or 400 meters away) and the track is planned and designed to optimize for speed. The goal of a sprint is to finish as fast as possible (on time).

A marathon is a long distance run with a clear goal. You know from the beginning how long you will run and which path to take. Conservation of energy is a concern but…


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Three habits — or abilities — I wish I was taught in school.

The first one is about the importance of focus for productivity. I just stumbled upon the excellent book Deep Work by Cal Newport. In the description of the book, Deep Work is described as follows:

Deep work is the ability to focus without distraction on a cognitively demanding task. It’s a skill that allows you to quickly master complicated information and produce better results in less time. …


This post was originally posted on my blog Opportunity Cloud back in 2011.

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Gone fishing.

Zero. Getting started. Launching. Finishing the first version. Deciding on a name. Registering the company. Signing the co-founder agreements. Everything that gets you from a non-startup to a startup. We call that “getting to zero”.

One. Your first paying customer. Before you have a paying customer you don’t have a company, you only have a dream. A paying customer means someone thought your solution to a problem they had was worth paying for. A paying customer means you have a purpose and a reason to exist. …


Easter break coming up? Here are 3 books that I think can help connect some dots.

“Thinking in Bets” by poker player Annie Duke about how to view decisions as bets and become good at weighing the cost/impact of different alternatives.

“How to Measure Anything” by Douglas Hubbard about becoming good at quantifying uncertainty and risk.

“Age of Agile” by Steve Denning about how agile is a whole new paradigm for running businesses and that we are really only at the dawn of a new era of management.

The dots here is that this whole thing about quantifying and putting…


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The OH YES moment!

Make your user go WOW by understanding the relationship between features, benefits, moments and nurturing a long term relationship with your product.

Many product teams are too focused on what to build. Even agile teams that are supposed to be value focused tend to get in the trap of only focusing on features. In their world, the relationship between the user and the product they are building looks like this.

Erik Starck

I help companies lean forward, build awesome products and make impact. http://leanforward.se Currently building a tool for outcome oriented Probability Planning

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