Insights
Notes from the work.
Field notes, methods, and thinking on getting research ideas unstuck.
A two-week sprint inside a research org: what it actually costs your team.
The real client-hour budget behind a sprint, and why 'we can't spare a week' is usually based on a wrong estimate.
Why we tell clients a 'kill' is a good outcome.
Our sprints end in one of three verdicts: Build, Reframe, or Kill. The third one is the hardest to sell and the easiest to trust.
Most 'we need a dashboard' problems aren't dashboard problems.
Why the request that arrives on your desk is rarely the problem worth solving, and what to ask instead.