Strategy

This is the first in a series on understanding systems through the lens of deterministic and probabilistic design. We’ll start with the core distinction, then look at real-world examples—like MDM matching and network optimization—before exploring the more fluid world of probabilistic models and AI systems. In designing systems—whether they’re used for reporting, automation, machine learning, […]

What I Used to Think About Negotiation Many people—including myself in earlier years—view negotiation as a zero-sum game: if I win, you lose. This mindset defines distributive negotiations, where parties focus on a single issue (typically price), each trying to claim as much value as possible from a fixed pie. But there’s a better way.

The factory floor was buzzing — but the numbers didn’t add up.A midsize manufacturer had ramped up production in anticipation of a seasonal spike, only to find themselves overstocked on one product line and chronically short on another. Overtime costs spiked. Storage overflowed. Shipping delays mounted. Managers were making decisions fast, but not always aligned

In complex software projects, success rarely comes from technical execution alone. Equally critical are the business insights that align solutions with organizational goals, workflows, and constraints. These two dimensions—technical and business acumen—often reside in different roles. Engineers typically own the technical depth; project managers or business analysts tend to carry the business perspective. But when

Every company needs a strategy that will help them gain and sustain a competitive advantage. In order to define a particular strategy a company must perform an internal analysis – what are its strengths and weaknesses, and an external analysis – what are the environmental threats and opportunities outside the company. This post focuses on

In Innovator’s Prescription, Clayton Christensen demonstrates how products and services evolve in a way that makes technology available to people. Granting access to technology to people who previously did not have access to it constitutes a disruption to traditional providers of products and services. Ultimately, to continue to succeed in business and to play a

No where is a no-show as costly as it is in healthcare. Expensive resources sit idle. Most providers come up with innovative ways to fill the empty spots (calling people on a waiting list, overbooking in the first-place). Overbooking does alleviate the no-show problem but it creates other problems: long wait times and potentially lower