Decision debt is exactly what you might think. It’s a little bit tied to Temple of Busy. It means that a leader spends so much time on details around decisions, often in the form of micromanagement, that they created this massive pile of time debt. Nothing is really getting done. Decisions aren’t being made. It’s essentially just a series of roundabouts of busywork.
d scrappiness that strongly supports creativity…t any organization with a big vision, even the most junior employees carry a lot of responsibility. Hold people accountable to big expectations and give them the autonomy to make their own decisions (with minimal guidance). This creates an atmosphere of resourcefulness and scrappiness that strongly supports creativity.
t stand-up meetings, like h…meeting routine. You can’t schedule a weekly, two-hour meeting with the same old agenda every time. Instead, schedule meetings that are more like creative brainstorming sessions. Try short, fast stand-up meetings, like huddles. Pass the information that’s needed. Keep it brief. Keep the energy moving.
The Digital Product Studio completely eschews digital marketing work, which suffers from perpetual commoditisation (Seriously, don’t go near it, it’s like crack cocaine. You’ll get hooked and it will be hard to get off it). Product work is less sensitive to economic downturns. The decision to cut a seasonal campaign marketing budget is ten times easier than the decision to cut a product and service development initiative that runs over many years.
When I went past that stage, I couldn’t focus only on building products. It was equally important to focus on nurturing the culture , hiring the right people, scaling processes, managing people, managing the partner ecosystem, sales, marketing, and gazing in the future to make sure that we will have a spot in the sunlight.