| Note | Description | | ----------------------------------------------------------------------------------- | -------------------------------------------------------------------------------------------------------------------------------------- | | [[notes/Be, Know, Do.md\|Be, Know, Do]] | A leadership framework outlining that leaders must embody values (be), have knowledge (know), and take action (do). | | [[notes/Best practices and lessons learned.md\|Best practices and lessons learned]] | Documented methods and experiences that have proven effective and are shared to improve future performance. | | [[notes/Chesterton's fence.md\|Chesterton's fence]] | The idea that reforms should not remove existing structures without understanding why they were established in the first place. | | [[notes/Circle of competence.md\|Circle of competence]] | A mental model urging people to operate within the areas they understand deeply and recognize their limitations. | | [[notes/Competing values framework.md\|Competing values framework]] | A model for assessing organizational culture based on dimensions like flexibility, stability, internal focus and external positioning. | | [[notes/Dogfooding.md\|Dogfooding]] | The practice of an organization using its own products to test and demonstrate confidence in them. | | [[notes/Falkland’s law.md\|Falkland’s law]] | The maxim that if it is not necessary to make a decision, it is necessary not to decide, advocating restraint. | | [[notes/Fermi problem.md\|Fermi problem]] | A rough estimation problem that seeks approximate answers using limited data and logical assumptions. | | [[notes/Four-frame model.md\|Four-frame model]] | An organizational theory that analyzes companies through structural, human resource, political and symbolic frames. | | [[notes/Gross leader strategy.md\|Gross leader strategy]] | A combination of predatory business practices to gain market share. | | [[notes/Inversion.md\|Inversion]] | A problem-solving technique where you consider the opposite or reverse scenario to gain insight or avoid pitfalls. | | [[notes/Just culture.md\|Just culture]] | A culture that balances accountability and learning by distinguishing between honest mistakes and reckless behavior. | | [[notes/Loss leader strategy.md\|Loss leader strategy]] | A marketing tactic where a product is sold at a loss to attract customers who then purchase additional items at normal profit. | | [[notes/Make or buy.md\|Make or buy]] | A strategic decision to determine whether to produce goods internally or procure them from external suppliers. | | [[notes/MECE principle.md\|MECE principle]] | A consulting framework ensuring that categories are Mutually Exclusive and Collectively Exhaustive to avoid overlaps and gaps. | | [[notes/Personal monopoly.md\|Personal monopoly]] | A strategy where an individual builds a unique combination of skills and reputation that differentiates them in the market. | | [[notes/Peter principle.md\|Peter principle]] | The concept that people in a hierarchy tend to be promoted until they reach their level of incompetence. | | [[notes/Table selection.md\|Table selection]] | The strategy of choosing which contests or opportunities to enter based on the number and skill level of competitors. | | [[notes/Table stakes.md\|Table stakes]] | The minimum requirements or essentials needed to compete in a particular market or activity. | | [[notes/Tarpit idea.md\|Tarpit idea]] | A seductive project or problem that consumes time and resources without yielding significant progress. | | [[notes/Theory of constraints.md\|Theory of constraints]] | A management philosophy that focuses on identifying and alleviating the bottleneck that limits the performance of a system. | | [[notes/Theory U.md\|Theory U]] | A leadership framework that guides participants through stages of observing, retreating, and prototyping to co‑create the future. | | [[notes/VUCA.md\|VUCA]] | An acronym describing environments characterised by Volatility, Uncertainty, Complexity and Ambiguity. | | [[notes/Working on vs. working in.md\|Working on vs. working in]] | A distinction emphasizing the difference between strategic development and day‑to‑day operations. | | [[notes/Wright's law.md\|Wright's law]] | An empirical law stating that each time cumulative production doubles, costs decrease by a constant percentage. |