For Leaders

Five diagnostic questions that cut through the activity reports. You do not need a technical background to ask them.

Spotting phantom revenue, cherry-picked results, and activity dressed as impact in your team's presentations.

Red flags that the programme is generating activity, not learning. Most of them are invisible from the quarterly report.

Executives, a senior owner, and practitioners each have a distinct job. Most programmes have all three doing the wrong one.

A mandate is issued once. It is enforced continuously, or it decays into a slide nobody acts on.

Six metrics that actually tell you about programme health. Most teams cannot produce any of them.

Breaking the buzzword into observable, measurable behaviours. If you cannot measure it, you do not have it.

Every programme has a person who holds it together. What happens when they leave.

The question is not whether you run experiments well. It is whether experiments change decisions.

Six structural problems your experimentation team knows about but the incentives do not reward raising.

Five diagnostic questions that cut through the study count. You do not need a research background to ask them.

Spotting confirmation bias, findings that flatter the brief, and observations labelled as insights.

Red flags that the programme is generating studies, not influence.

Six metrics that tell you about programme health. Most teams cannot produce any of them.

Breaking the buzzword into observable, measurable behaviours.

Two years of user research in someone's head, their Google Drive, and their personal Notion.

Research concludes on Tuesday. The product decision it should inform was made three weeks ago.

Six structural problems your research team knows about but the incentives do not reward raising.