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We didn’t invent this ourselves, all of what you will read below has been talked about by many people before. We were heavily we were inspired by https://vimeo.com/735734406. |
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How can we create alignment? Leadership can do that by creating a strategic context (also called a Martin calls this the “Decision Stack”). Such a framework helps the business answer the question “How are we doing this?” while it allows individual contributors to answer the “Why are we doing this?”.
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By putting care teams first, we enhance their capacity to place patients at the forefront of all they do.
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| title | Examples on how this principle can be applied |
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We should be building a product that allows us to put care teams in charge of their clinical processes. They might need help from an engineer to set up an integration at some point, but they should be able to extract value from our product without handholding.
🏔️ Get to the next hill
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rather than summiting Everest
Think of building your product as walking through an open land dotted with small hills and towering mountains. When you climb each small hill, you gain a new perspective, which lets you make new and better decisions because you’re able to survey the land. If you attempt to summit Everest, you risk spending a great deal of time scaling it only to realize it’s not the right perspective and that you’d have been better off climbing many smaller hills.
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Yes, our Vision and Strategy can create alignment on a direction we want to go in, but we shouldn’t aim for a high level of accuracy on what that would exactly look like. Instead, we constantly look for hills that look interesting to us to climb. Climbing them gives us new perspectives and allows us to learn quickly.
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Think big but start small
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This principle could also be phrased as “Think big, but start small”. Working backward is all about starting with the desired
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result in mind and then figuring out how to get there. The key to working
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backward is crystalizing where you want to end up (i.e. think big). This means diving into the details of what the desired
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result should be, what the product must be capable of to achieve those goals, and what success would look like
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We build a product to solve customers’ problems. And most problems, it turns out, are rather multi-dimensional. Thus, every project in its initial stage is a bundle of ideas and proposals, each addressing a different piece of the problem at hand.
With a strong view of how the product will (and will not evolve) in the future, we can build simply and with speed, while simultaneously avoiding costly rebuilds.
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🪨 Fill the jar with rocks first
With our principle of “getting to the next hill”, we risk building too incrementally and this principle counters that reflex. Learn more about rocks, sand, and pebbles here.
🤔 Keep things simple over infinite flexibility
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