… comforting weeds, take a big step back. Look at the three stories and the relationship among them. When you solve the user’s problem how does the business benefit? Is this exchange of value sustainable over time? At what point do you sacrifice a little bit here for a better outcome there?
A lot of business is based on identifying an underutilized resource, extracting value from it, and in the process depleting the resource, whether it is forests, petroleum reserves, idle automobiles, or attention. If success for the business means harm for the system, every individual contributing to that success is doing harm.
This is so simple. Yet it seems like such an infrequent practice. As John Elkington found, expressing challenging ideas with satisfying complexity is an excellent way to avoid taking action on them. Having a clear look at the gap between customer happiness and business health is challenging. It’s …
… design often to create a shared understanding to help people work together to make good decisions. Models go wrong when they have a surfeit of detail or stylistic embellishments, both impediments to understanding that arise from their creator’s anxiety about demonstrating expertise.