Simon Joliveau Breney

Duhigg argues for three broad types of conversations: practical (What are we going to do?), emotional (How do we feel about it?), and identity (Who are we?), and that attempts to dialogue often derail when people don’t successfully synchronize this.

Traditional resolutions are notorious for being abandoned by February. Instead, Itzler's approach is to focus on adding one new habit per quarter. It’s a far more realistic way to create lasting change, because it allows you to really hone in on one thing at a time. Think about this, that’s 20 new habits in five years!

Building a Learning Organisation over Responding to change over following a plan

Sticking to the familiar has been a key strategy throughout Coda's development.

Once you’ve set goals, you need to reinforce them everywhere. Constantly restate the goal and how it maps to your vision and strategy. Ask how every initiative contributes. The first order effect is to make sure your team is working on the most important things. But the second order effect is to ensure your team is applying the goal to the thousand

Without people that know what good looks like, who can usefully and accurately assess the skills of the employees, and then coach the people to the necessary competence, the transformation is almost certainly doomed to fail.

Forget broad resolutions. Instead, Itzler suggests choosing one big, hard, year-defining challenge. He calls this a "Misogi," which stems from an ancient Japanese water cleansing ritual. Your Misogi can be personal or professional - anything that will push you outside your comfort zone and make 2025 truly memorable.

most companies today talk about product strategy, but for most of them it is much easier to continue to give allocations to the various stakeholders and just let them decide what they each need. This is sometimes referred to as “peanut butter product strategy” as in spreading the resources very thinly over the company, doing many things but nothing