Sublime

For other projects, the order of activities changed dramatically. The “what would have to be true?” question revealed that certain issues had to be addressed right away, rather than after lots of additional spending had been done on less important questions. From there, I used the most important question in

Soon after he became CEO of General Electric, Welch had a meeting with Drucker. As they discussed GE’s various businesses, Drucker, Welch recounts, asked him at one point: “If you weren’t already in this business today, would you go into it?” It was a question that crystallized Welch’s thinking and ultimately resulted in his famous “#1, #2, fix, cl

Andy Grove’s quantum leap was to apply manufacturing production principles to the “soft professions,” the administrative, professional, and managerial ranks.

• Can we re-frame this in terms of the customer’s problem?


• What’s the soonest we could get this done?


• What would you need to get this done tomorrow instead of next week?


• What would we need to do to get twice as many customers? Ten times as many customers?


• How does this relate to our goal? Is this the most important thing we can do for our goal?


• What’s mos

Who decides what products we should build? How do they decide? How do they know that what we build will be useful?

An integrated cascade of choices

Percebi que, por trás dos rótulos altivos de “gênio” e “visionário”, havia um compromisso básico com os princípios do design thinking.