The method in one page

Use this page when you want to place a current question back into the whole process. Begin where your evidence supports you, and move back a step if the conversation reveals something you haven't understood yet.

1. Start by understanding the business and its outcomes.
2. Map how work runs and discover several costly frictions or opportunities.
3. Describe the capabilities around them and the unknowns to investigate.
4. Name current and appropriate maturity where evidence supports an assessment.
5. Compare candidates on business impact, likelihood of success, adoption friction, time to evidence, and cost and risk, with reasons for the ratings.
6. Stop a candidate as scored if impact or adoption viability is 0 or 1, or likelihood of success is 0; record what would have to change.
7. Let the owner choose a priority and the smallest useful experiment, preparation step, or deliberate wait.
8. Agree on evidence, scope, capacity, guardrails, and the decision date before starting.
9. Use real work and representative users where conditions permit, and record what happens.
10. Decide whether to stop, continue, invest, or industrialize; distinguish preparation from demonstrated improvement.
11. Manage those decisions as a portfolio of outcomes, including deferred alternatives and their re-entry conditions.
12. Ask what should stop so there is room for the work that deserves attention next.

The tools will keep changing. Repeating this process gives the company a way to exercise judgment as they do, while keeping the people who own the business in charge of its choices.

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