Indeed the FIRST question you should actually ALWAYS ask at a 'Blue Sky' session is:
"Have we correctly defined the problem that needs solving?"
Because nine times out of ten, when you step away and reassess things, you discover you're tackling a consequence not a cause.
This is how good teams solve problems during 'Blue Sky' sessions.
Not because someone suddenly has a stunning idea. That only happens in Silicon Valley wankudramas (in print/on Netflix).
It's because SOMEONE spots the real problem is further up the chain, and CAN be addressed.
"We cannot solve this problem" is too often seen as an admission of defeat.
It isn't.
It's the first stage of finding a solution. It tells you that you need to find a way of making sure that problem never happens in the first place.
Good tech and governance accepts that.
If Classic Dom had ever worked in a functional tech role, rather than just spaffing one out over the picture plates in Steve Jobs' autobiography, he'd know that.
And if the rest of this mob hadn't learnt their strategy and management techniques from LinkedIn memes they would too
Running a 'Blue Sky' session? Write the below on the board:
JUST BECAUSE WE'VE ALWAYS DONE IT THIS WAY DOESN'T MEAN IT'S NOT STUPID.
And work backwards from there.
Begin by establishing if the problem actually needs solving, or whether it's the result of institutional inertia.
If it is, then you likely CANNOT solve it.
You need to find a point further up stream where you can gently divert the flow of events, so that by the time it WOULD hit the problem, things move around it.
Not all problems are solvable. Some you have to turn into Oxbow lakes.
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It's June 1999 and a NATO peacekeeping force (KFOR) enters Kosovo under a fragile peace, brokered to end the brutal Balkans wars.
When the first recon elements reach Pristina, though, they find that a small Russian force has also crossed the border and seized the airport.
The Russians (not unfairly) believe they have been cut out of the peacekeeping. But this seizure is an attempt by rogue elements within the Russian government to either provoke an engagement, or secure concessions.
They were FM Ivanov, General Ivashov and FSB head...
I'll NEVER tire of the fact that Uber were so desperate to avoid giving drivers sick days in the UK that they accidentally convinced a tribunal they were a cab firm.
Obscure autobiography arrived yesterday. Been trying to hunt down a copy of for years.
Tiny volume. Person who thinks he's unimportant. Arguably helped save thousands of Jews in WW2.
As is always the case, doesn't credit himself. Blames himself for not somehow saving more.
Flicking through it now and it's heartbreaking. As with Smallbones' papers or Mary Burchill's writings, just good people who stood up, but then cannot forever escape the guilt of thinking they could have done more than they did.
Even as they were doing more than anyone else.
We have a tendency to see 'heroes' as larger than life, and I hate it.
Nearly always they are just regular people who decide they will not accept what is happening, and who they're told to hate, and do what they can.
To understand Musk's renewed obsession with X and focus on financial services, you REALLY need to understand the X/Confinity merger that became PayPal.
And, particularly, the Peter Thiel-led coup that kicked Musk out as CEO/Chief Strategist.
Here's how that happened. 1/🧵
In early 2000, X hits the news for a vulnerability that allows money to be moved between accounts with just account details. This is fixed, but spooks investors.
Elon agrees with investor Mike Moritz from Sequoia to become CTO while Bill Harris (ex-Intuit) becomes CEO.
Meanwhile, over the road (literally), a startup called Confinity is making waves. It's funded by Peter Thiel, who is also its CEO, but is the brainchild of Ukrainian Max Levchin its CTO.
Backed by Nokia, Confinity is making a way to 'beam' money between PalmPilots by infrared.
Thread on history of X dot com and Melon Husk will have to wait until tomorrow as need to stream.
But in the meantime here is a quick story called:
That Time Elon Totalled his McLaren F1 While Trying to Show Off in Front of Peter Thiel 🧵/1
Year 2000. X and PayPal are fighting over the pay-by-email market. Both are burning cash so fast that a merger becomes inevitable (I'll cover all this in tomorrow's thread).
Musk (X) is REALLY not happy about this. He wants to WIN. Thiel (PayPal) is happy. He HAS won.
Thiel saw the writing on the wall, as did Bill Harris (formerly of Intuit) - X's CEO after Elon (biggest investor) stepped back to CTO . They have created this merger to save both companies and make lots of money. Harris has bullied Elon into it by threatening to quit otherwise.
I'm old enough to remember when the Rail Delivery Group insisted that Oyster Cards were the spawn of Satan.
They've never deliberately made one pro-passenger ticketing decision in their ENTIRE existence.
Best to assume, with ticket office closures, that this is still true.
If you're wondering why the RDG (or ATOC as it was then. They rebrand whenever the brand becomes toxic for being anti-pax) hated Oyster, it was because IT HELPED PEOPLE PAY THE RIGHT FARE.
The operators make a fortune, every year, from people overpaying for tickets.
This is why smartcard rollout is still shite outside London. There's zero financial benefit to the government or the TOCs in easy, transparent ticketing.
The only person who benefits from that is the passenger, and they aren't shareholders.