Write to document the decision making - Deepstash

Write to document the decision making

Writing forces you to share the details behind the goals, the history, the context, the trade-offs. 

This allows the employees to make consistent trade-offs. Micro-decisions that align to the plan. 

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MORE IDEAS FROM THEARTICLE

Writing = business planning
Writing is NOT the antithesis of agile. 

Agility comes from planning. Without plans, activities are just brownian motion. And you can’t have plans, especially shared plans, without writing.

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Powerpoint decks are designed to sell, not explain

Most business decks outlining a strategy are woefully inadequate for highlighting the rationale behind the proposal. 

Decks focus on the take-aways and tactics. The details are lost and people will make up their stories to fill the space between the bullet points. 

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Steven Sinofsky
"The first people to stop writing in a company are often those that were there the longest or the execs."

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RELATED IDEAS

  1. Read the Roman-Raphaelson book on writing. 
  2. Write the way you talk. Naturally.
  3. Use short words, short sentences and short paragraphs.
  4. Never use jargon words that sound pretentious.
  5. Never write more than 2 pages on any subject.
  6. Check your quotations.
  7. Never send a letter or a memo on the day you write it
  8. If it is something important, get a colleague to improve it.
  9. Before you send your letter or your memo, make sure it is crystal clear what you want the recipient to do.
  10. If you want ACTION, don’t write. Go and tell the guy what you want.

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The origin of 10/20/30 Rule

Guy Kawasaki, the head of marketing at Apple back in the 1980s, discovered the science behind pitching. He calls it the "10/20/30 Rule" and it's based on the principles of clarity and focus. He uses it in every presentation.

And so do some of the most successful brands, since this rule's been used in AirBnb's pitch deck , Buffer's , and YouTube's (plus hundreds more).

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Narrative structure is the way forward in the modern meeting environment.

Amazon does things differently. At the start of each meeting, each participant reads a narratively-structured six-page memo. This memo doesn’t carry the writer’s name. In many cases, its creation is a team effort.

The idea is to create a study hall environment at the beginning of the meeting. Everyone sits in silence to read and absorb the ideas tucked away in the memo’s narrative. Then, they start the meeting in earnest by jumping straight into the discussion.

That’s the key difference that memo culture offers. Meetings no longer involve one person standing in front of a group and presenting a bunch of dry facts. Instead, participants extract context and meaning from the memo, as well as key data.

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