May 22, 2026
The transcript:
Many organizations can answer the problems they want to solve and for whom. They often understand the context and boundaries for those problems.
But all that certainty tends to translate into long, well-established plans instead of alternatives of smaller, more frequent experiments .
Why? Because our organizations reward both certainty and planning activities. And many organizations still like to say, "Plan the work and work the plan."
Instead, we can use the next two questions about how few problems to solve and how to use that feedback to iterate back on the problems to create more alternative plans.
Today's world is far from certain in almost any dimension. And we have many more possibilities than "to plan the work and work the plan." That thinking creates too much certainty for everyone. Instead, we can consider experiments to manage the uncertainty.