Because time is zero-sum, prioritization is mandatory. This is an index of purpose-built prioritization frameworks, and an overarching one to optimize your life.| A Smart Bear
RICE and other confidence-based frameworks are mostly noise. Here's how to make decisions without pretending to know the unknowable.| A Smart Bear
A prioritized checklist for diagnosing why growth has slowed, and how to fix it.| A Smart Bear
Simplify complex decisions by separating upsides from downsides, investing in upsides, vetoing with downsides, and using an appropriate decision framework.| A Smart Bear
Identifying useful frameworks for companies, strategy, markets, and organizations, instead of those that just look pretty in PowerPoint.| 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
Half of your "successful" A/B tests are false-positives. This is why, and how to fix it.| A Smart Bear
Not "enabling constraints", not "weaknesses", not even "strengths". The concept of a "Pivot Point" grapples with the same reality, but more constructive and useful.| A Smart Bear
It's lazy writing. It's boring and undifferentiated. Say something meaningful, specific, evocative, so your website wins, and you can be proud of it.| A Smart Bear
A simple workshop that evaluates new business ideas relative to your existing strengths -- the key to expanding without overreaching.| 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
Targeting your "Ideal Customer Profile" (ICP) is the best way to differentiate and win sales, but does it limit your target market?| A Smart Bear
Traditional fairytale structure fits naturally in our brains, and thus can guide strategic problem-analysis, and a plan that everyone understands.| A Smart Bear
Some of the most enticing, important metrics are impossible to measure, even after the fact. Here's how to identify and avoid this trap.| A Smart Bear
Most so-called "strategies" are vague, wishful thinking, written once and never seen again. Don't do that. These are the characteristics of great strategy.| A Smart Bear
Being "in control" is impossible, perhaps not even desirable. Being "in command" is ideal: honest, introspective, agile, aware, and proactive.| A Smart Bear
A novel system for selecting and presenting product KPIs, satisfying not only the product team, but also stakeholders, executives, and customers.| 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
No you can't "have it all." You can have two things, but not three.| A Smart Bear
Fast, or Best? Choose your decision-making goal wisely, especially if you're a natural perfectionist.| A Smart Bear
You can charge much more than you think, if you reposition your value-proposition. Here's how.| A Smart Bear
Pricing is inextricably linked to brand, product, and purchasing decisions. It cannot be "figured out later," because it determines your business model today.| A Smart Bear
The vaunted "single-threaded, ordered list" confuses "prioritization" with "work-planning," and forces comparisons of the un-comparable. Here's the solution.| 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
Binstack is a technique for selecting the "single most impactful" solution when there are multiple, incomparable dimensions to evaluate.| A Smart Bear
Traditional rubrics fail to reveal the best answers, or how to explain those answers to others. After explaining why, the following system solves both failures.| A Smart Bear
We invented this strategic exercise at WP Engine -- engaging both Marketing and Product, generating actions for both sides that make products more desirable and competitive.| 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