Weapons-Grade Wisdom

Short Slaughters, Permanent Profits

Four Things ITW’s 80/20 Actually Did

1. What does 80/20 actually mean inside Illinois Tool Works? 2. What does the sort actually cover? 3. Why does the simplification have to run front to back? 4. What happens to the customers in the tail? 5. Why does the sort need a structure change to hold? 6. Where do most copies of this […] Read More

80-20

Who Should Make This Decision?

The Rule That Breaks Delegation What Does “Decision Rights” Actually Mean? Why Does Pushing Authority Down Fail? Part Two: Assigning the Decision Four Questions That Name the Person What About Decisions Nobody Owns? About the Stagnation Assassin Pushing a decision down to the person closest to the work makes it worse about as often as […] Read More

Operations

4 Portfolio Decisions at Public Manufacturers

In July 2022, Stanley Black & Decker closed the sale of its commercial electronic and healthcare security businesses to Securitas for $3.2 billion in cash. The business was not failing. It had produced roughly $1.6 billion of revenue the previous year, and the price worked out to about sixteen times trailing adjusted EBITDA, which is […] Read More

Leadership

12 Change Frameworks, and Six Are the Same

What does this article cover? What did the mapping actually show? Which six are the same one? What are the other six? Why does the confusion cost anything? If six are the same, does it matter which you pick? If the sequences are the same, why do outcomes differ? Who should this article send away? […] Read More

Transformation

Dollar Tree vs 99 Cents Only: Who Won It

Verdict: Macon Brock def. Dave Gold by split decision, 3 rounds to 2. Gold was the better visionary and the sharper merchant. Brock built the thing that lasted — and in this league, the institution that survives its founder takes the belt. This is the purest cage match in extreme-value retail: two men who bet […] Read More

Leadership

5 Places Decisions Get Stuck

The Question, Restated: Where Are Decisions Waiting? Queue One: Before Anyone Proposes Anything Queue Two: Information That Would Not Change the Answer Queue Three: Waiting for the Meeting Queue Four: An Authority Nobody Has Named Queue Five: Decided but Not Yet Real How Do You Tell Which Queue You Have? What to Change First What […] Read More

Operations

When to Buy SKU Software, and When Not To

What is actually blocking your rationalization? What the spreadsheet already does What the software actually adds From diagnosis to decision When should you buy the software? When is the spreadsheet the right answer? How to run it on a spreadsheet You are asking which tool to use. The question that decides it is different: is […] Read More

Leadership

Metrics That Lie in a Declining Business

What does this article cover? Which metrics lie in a declining business? Why do they invert? What should you report weekly? Do the early warning models help? Where does rate beat level? What do you tell the board? Who should this article send away? Where does this break down? People also ask What I sell, […] Read More

Transformation

What a Slow Decision Actually Costs

The advice is to make the right call. Take the time, gather the information, do not rush a decision you cannot reverse. It is repeated in every leadership course and it is defensible on its own terms, which is exactly why it is dangerous: it names one cost, the cost of being wrong, and it […] Read More

Operations

How to Kill a Product the Founder Loves

The standard advice for this situation is to build an airtight business case. Get the numbers right, show the contribution per hour, quantify the complexity cost, put it in a deck, and present it calmly. Reason will prevail. It will not, and it is worth understanding why before you spend three weeks on the deck. […] Read More

Leadership