finerfocus.bsky.social
I help organizations clarify and deliver what matters most. I’m also a fan of the outdoors :)
www.finerfocus.com
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Like the pomegranate tree, I rely on systemic support to achieve my goal. In the same way it needs good soil, sunlight, rain, I need good government policies and market conditions that support small businesses. The tree has survived a storm. It remains healthy even in adversity.
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If I’m fortunate, I will be able to bring in enough business to support other people and their families, so that they can thrive and set aside a good percentage for a rainy day or for their retirement.
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Like the tree, I am bringing all my energy into supporting a mission: to bring in income for my family so that we can thrive in this economy. Enough income to set aside a good percentage to invest and allow us to thrive when a day comes that I am no longer able to work.
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Lovely colors!
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Writing without LLMs?
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How does your process differ from this?
Do you have a better way?
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I also preserve the prompts that I find most useful, so that I can run them again. I expect the data to be dynamic, and sometimes I'm seeking to notice differences. I also expect that the functionality and usefulness of the various LLMs will change over time.
6/6
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Introspecting on this…
✔️ My process is similar to TDD, but not exactly.
✔️ Using two personas is similar to a red team / blue team scenario, but not exactly.
✔️ I think of my go-to LLM providing the summary statement as a “release”. It's a useable increment of work.
5/6
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4) Either ask the LLM for a brief summary if I have what I came in for, or repeat step 3, bringing in the new knowledge.
4/6
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3) Continue the interactions with my favored LLM.
* First ask open questions using the open persona
* Then reign in, asking from the POV of the skeptical critic
* Do other research if warranted, in parallel with the chat.
3/6
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1) Craft a hypothesis — my own response to the problem, based on what I already understand, and any gut feelings I have.
2) Use the initial responses from one LLM to refine my prompt, and then plug it into my go-to LLM.
2/6
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I sounds so easy!
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Unless your business is *exactly* the same as others, and your business never changes, you will always need a tailored approach.
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Our people need the skills— and authority—to tailor responses to changes in an ever-changing environment, and to make sound decisions in the context of current circumstances.
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It makes sense, doesn’t it?
Frameworks provide guardrails. They don’t alleviate the need for, or automate decisions.
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Organizational design can be like a sculptor’s process, where communication channels are the armature, and individuals naturally construct the organization.
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always 🌱Evolving
Stay curious and grow as things change vs sticking to what worked before
Improve Iteratively and empirically
Develop continuous improvement habits
Apply learnings to the next delivery
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🧑🤝🧑Customers
Look at things from your customers’ point of view.
Let the customer be the driver instead of setting strategy based on internal needs.
Co-create solutions designed around the whole system environment that customers inhabit - complementary products and services, community, stakeholders
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what ❤️Matters most
Discovering what’s truly most valuable for my clients is probably the most interesting part of this cycle.
It can be the most difficult as well, since people notoriously miss what is right in front of them all the time.
It requires listening, observing, keeping an open mind.
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🚚Deliver
Getting things Done
Anything that is in progress is costing you.
Once you deliver, you can access the most valuable thing of all: feedback from the end users.
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🤝Collaborate
Co-creating with purpose
The closer communications you can have with your collaborators, the better the results will be.
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Here’s a new motto I’m picking up, that distills the important things about agile ways of working:
🤝Collaborate to 🚚Deliver what ❤️Matters most to 🧑🤝🧑Customers, always 🌱Evolving.
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Agility equips us for shifting challenges.
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Are money and people the issue?
Or can we adjust the systemic ways of working to improve the service?
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Imagine outcomes that provide the highest levels of service while also boosting long-term organizational health.
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Inevitably social and political factors are mixed in with purely functional measurements of any system that includes humans.
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For a RIF that targets 15% in cuts, strategic choices in what to measure are going to make a huge difference.
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If you think about it, it’s weird that we personify our tools at all, but we do 🤷♀️
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Enslavement happens when you are forced to use a process.
I suppose it could happen if the process were perceived as static and unalterable.
If Jim was talking about personal kanban, that would never happen, at least I would hope