RICE and other confidence-based frameworks are mostly noise. Here's how to make decisions without pretending to know the unknowable.| A Smart Bear
Customers love you when you're honest, even about your foibles. We forgive honest mistakes from earnest people, not stolid, cold, inhuman corporations.| A Smart Bear
You redesign your entire website, customers and employees say it's better, but none of the metrics change… Does design even matter?| A Smart Bear
Resolve decision-making conflicts by selecting the right approach: Make a bold choice, synthesize a new solution, or find the balance.| A Smart Bear
A startup can beat a large, successful incumbent, if it does things the incumbent can not or will not do. Here are those things.| A Smart Bear
Why "expected value" doesn't work; here's a better framework for making long-term investments in your career, startup, and life.| A Smart Bear
How do you assess forecasts, when the forecast is only a probability? It's not just about accuracy. Let's dive into the math.| A Smart Bear
"MVP" is a selfish process, abusing customers so you can "learn." SLC is an alternate philosophy that results in fast, validated learning, that customers love.| A Smart Bear
Don't use phrases like "unlikely" or "almost certainly." Here's real-world data showing why not, and what to do instead.| A Smart Bear
This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to superior strategies for growth that also better the world.| A Smart Bear
We dramatically, repeatedly fail to predict the future. Does that mean "strategy" is senseless? No, it means you need these techniques to navigate a volatile world.| A Smart Bear
A simple but effective system, used to vet what is now a Unicorn, for generating insights about how your potential customers think, what they need, and what they'll buy.| A Smart Bear
This complete work-prioritization framework builds on the simplistic "Rocks, Pebbles, Sand" analogy, adding the details you need in the real world.| A Smart Bear
According to the Internet, being a Product Manager is impossible. Can you ever measure up? No. But don't worry, there's a better answer.| A Smart Bear