The difference between a tolerable decision and a good decision is that a good decision can be explained in one sentence. If you find yourself giving a speech to justify it, you've made a tolerable decision.
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Boult's core advice is to treat every significant new idea as if it were a venture‑backed startup inside your organisation. That means giving it a dedicated budget, a finite runway, clear deliverables, and hard stage gates where the project must "earn" the right to continue.
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When people have to pitch a story, not a fifty page business case, and justify why their ideas deserve another few million dollars, they suddenly start thinking like founders instead of managers.
James Bolt — The Business of Tech
Does power truly flow from the barrel of a gun? Pop culture and conventional history often teach us that violence is the most effective way to produce change. But is that common assumption actually true?
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