The Fog of Impact

The Fog of Impact

Imagine a multiplayer video game in which players compete to shoot goblins that appear in a foggy landscape. Some goblins carry a small pouch of gold which the shooter wins on killing the goblin. The game lasts for forty minutes and the best shooter wins. But there’s a catch.

The goblins appear and disappear, and it is not easy to take aim at them through the fog. What’s more, they may take several shots to die, and it is tough to see through the fog if they are still alive. Shooters can’t get too close because the goblins disappear. The players start with a fixed amount of gold for guns, tech upgrades, and ammunition.

Here’s the secret. The key to winning the game is to earn enough gold to invest in an expensive upgrade that offers fog-piercing vision. Those who don’t realize this waste their gold on more powerful guns and ammunition.

This game is playing out in the real world of business and digital initiatives. The goblins represent ephemeral opportunities in the market. The benefits landscape is foggy, and initiatives struggle to hit the mark unless there is adequate investment in impact intelligence in the form of tight impact-feedback loops, the equivalent of fog piercing vision.

Unfortunately, many business leaders, both Askers and Approvers among them, haven’t bought into the fog-piercing abilities of tight impact-feedback loops. They think it is too high a bar or it is only applicable to tech companies. Some of them also fear that without the fog, they’ll no longer have an excuse for their poor scores. With the fog in place, they can simply spray their guns and pray for a hit. Thus, the game continues in the fog with all the available funds spent on doing more things faster and with new tools. It is spent on new shiny tech that can fire faster and longer into the inscrutable, unyielding fog.

This is the topic of my new book, Impact Intelligence: Get more out of your discretionary spend.

It makes the case that the fog-piercing vision doesn’t have to be a super high-end upgrade in the form of controlled experiments and advanced data analysis. The iRex framework described in the book offers a mid-range upgrade with adequate fog-piercing capabilities.

Book website: www.impactintel.net

Matt Gunter

Leading with Clarity

3 个月

Great to see this book and it's more comprehensive recommendation to improve "impact awareness". Causal modeling is certainly a gamechanger, but to avoid complexity, confusion, and disagreement each initiative's model needs to be compatible with and link to adjacent initiatives to understand their combined impact and where win-wins exist as well as competing directions of improvement. Only through a super-model can options and decisions be properly evaluated.

Narayan Raman

CEO at Sahi Pro, the No-Code Test Automation Platform. For Web, Webservices, Mobile, Windows Desktop, Java, SAP automation.

3 个月

Deep: Some of them also fear that without the fog, they’ll no longer have an excuse for their poor scores. ??

要查看或添加评论,请登录

Sriram Narayan的更多文章

  • Focus on what: Process or Outcome?

    Focus on what: Process or Outcome?

    It is a question of means and ends. Should you focus on the process (means) or the outcome (ends)? Or both? Corporate…

    2 条评论
  • Has Agile Killed the Business Case?

    Has Agile Killed the Business Case?

    If you are a single-product startup, you probably don’t need to write a business case for every new feature or…

    6 条评论
  • Don’t grow into Product and Engineering

    Don’t grow into Product and Engineering

    A startup usually begins life as a single-digit strong team with no boundaries. As they grow, they might soon find…

    9 条评论
  • Jugaad Product Development

    Jugaad Product Development

    Any business leader will tell you that regular product development takes too long. Setting hard deadlines rarely works.

    5 条评论
  • Guns and Deadlines

    Guns and Deadlines

    Does the practice of setting hard deadlines improve the predictability of software delivery? It depends on the team…

    4 条评论
  • How to transform the agile CoE

    How to transform the agile CoE

    Agility in innovation is a great marker of business agility. Innovation lead time for digital capabilities is the time…

    1 条评论
  • The agile CoE is about to die

    The agile CoE is about to die

    Update March 2023: Also see a follow-up post to this one here, titled "How to transform the agile CoE" Capital One, a…

    25 条评论
  • The flywheel and the slywheel

    The flywheel and the slywheel

    A flywheel multiplies value, a "slywheel" obfuscates it. If you can’t get a flywheel effect going within your…

    2 条评论
  • Visualizing Paths to Value

    Visualizing Paths to Value

    Customer obsession doesn’t always contribute to commercial success–the previous post made this point. Which means it…

    2 条评论
  • Commercial Impact Trumps Customer Obsession

    Commercial Impact Trumps Customer Obsession

    My previous post shared a way for technology leaders (Product, Data, Digital, or Engineering) to engage with commercial…

    4 条评论

社区洞察

其他会员也浏览了