Strategy as Tires: Ideas show up as house guests. Hopefully, someone volunteers to house them elsewhere soon. .
6:17 . . . .
Strategy as Tires: Your job isn’t to come up with ideas. Your job is to get them housed elsewhere. But, be picky. Their housing will drive your salary for the next twenty-five years. .
6:19 . . . . . .
Strategy as Tires: A new theory will change the way a job-to-be-done is done. Is that job-to-be-done being done under the old theory, the current practice? Does the new theory generate a larger constraint envelope than the current practice? Is the new theory further reaching? .
6:22 . . .
Strategy as Tires: We will be restating the technology adoption lifecycle (TALC) as seven independent finite fields. That should be some useful math. .
6:25 .
Strategy as Tires: A closed-ended question encodes its answers in a finite field.
Strategy as Tires: What can we do to amplify that attitude? What do managers do to dampen that attitude? .
11:07 . . .
Strategy as Tires: We are one big signal processor. Most of our signals are for our own internal consumption. Attitude is a signal. .
11:09 . . . .
Strategy as Tires: Without a simple straightforward explanation of the source of holes and asymptotes, we could believe that they come from the equation. But, the equation came from data. .
11:14 . . .
Strategy as Tires: Explanations change. When you add a deeper layer, explanations become deeper long before that depth shows up in the classroom. .
11:23 . . . . . . .
Strategy as Tires: Yes, you can work at the current depth. Yes, discontinuous innovation is about a new explanation, a new theory, new constraints, and new parameters. But, your jobs to be done don’t change. Yes, you might engage with those new constraints, and that might make you think differently. .
11:25 . . . . . .
Strategy as Tires: We have to migrate the existing conceptual model in the software. Then, we have to migrate the user’s conceptual model. It might be a long process. When the work gets deeper, so do the economic payoffs. That problem with that one step in the job finally goes away. .
11:30 .
Strategy as Tires: Yes, you don’t have to do that anymore under the new theory.
Strategy as Tires: How much infrastructure will we build to support that role? .
13:29 . . . .
Strategy as Tires: How much changes between the user and functional boss perspective? Between the user and the generalist boss perspective? Does your data sort out these three groups of people? .
13:41 . . .
Strategy as Tires: Do all the users in the same roles want the same things? Is there more than one theory underlying the same work? .
14:43 . . . . .
Strategy as Tires: Only one user disagrees with that theory? That user is aware of another theory. Ask them to write a literature review on that theory. We can do the math once we have that review and have done our own. .
14:41 . . . .
Strategy as Tires: That new theory turned up in a new tail. The user kept leaving the application after copying some data. When they came back they pasted. Good catch. .
14:41 . . .
Strategy as Tires: That user never imported or exported anything? We should be looking for that. At a minimum it is a training problem. .
14:51 . . .
Strategy as Tires: Importing or exporting might mean that we need some other data structures, or support for some infrastructure that we don’t support yet.
Strategy as Tires: Code is codified knowledge. Code is supposed to be the delivery of acquired knowledge in a functional form. How much knowledge did you acquire? .
17:40 . .
Strategy as Tires: So the knowledge you acquired was from the first user you ran across? .
17:49 . . . .
Strategy as Tires: Who among your users can teach the domain? Is that according to the brand new theory or is that according to the theory being replaced by the new theory? .
17:51 . . . . . .
Strategy as Tires: How does the new theory differ from the known theory? You cannot explain the new theory in terms of the known theory? That’s great! You’ve got a new ontology. You’ve got a discontinuous innovation on your hands. So explain it. .
14:55 . .
Strategy as Tires: You told me how it cannot be explained. You could have skipped that. Explain it. .
14:58 . . . . .
Strategy as Tires: What constraints do we get to ignore with the new theory? What constraints do we face with the new theory? Does the new theory give us some new area to monetize? So we have some new value propositions that we can enable? .
15:00 . .
Strategy as Tires: Well, that’s great, but you threw in another distraction. I still don’t know how the new theory works?
Strategy As Tires 