Not mixing list of todos with strategy

I think this is one of the pernicious things about OKR-type organizational planning. Companies get so fixated on generating results -- quick wins -- that they kind of flail around doing stuff that gets measured on a dashboard.

For what it's worth, I think this is often what we mean when we complain about "MBAs" controlling companies.

I feel that people spend insufficient time deciding why they're choosing a course of action. Companies need to allocate more resources (i.e. time) deciding what they're not going to do.

The best executives I've known have invariably shared one trait: they've been decisive in killing decent/good ideas to focus on important problems. This often makes them unpopular.

By contrast, I've found that middling executives agonize over KPIs.

Analysis paralysis is so real and frustrating with the leadership. The shame is the intellectualisation of that crap and inactivity.

As a builder, I’d love to sip my coffee and build impactful stuff.