/THE POINT OF VIEW
The scarce work moved to judgment. Deciding what to build, and knowing whether it landed.
Building software got cheap; judgment did not. Score landing without first finding out what to build, and a team gets better at defending what it shipped. Four claims, the week they run on, and what to count instead.
ILLUSTRATIVE
/FOUR CLAIMS · 01
I hold four claims, and change them when the evidence turns.
- 01Shipping totals stopped separating better from busier.When agents produce, output is cheap. Counting it rewards the wrong teams.
- 02Landed is a definition, agreed before the work starts.If you set it after, it is a story, not a measure. I write it into the landing brief, before the build. Lexful’s bar was paying customers at launch; Cognota’s was enterprise contracts in place of SMB deals.
- 03Agents produce. The calls that cost something keep a named owner.A person signs anything that reaches a customer, a regulator, or the books.
- 04Scoring landing without first finding out what to build makes teams better at defending what they shipped.The measure has to sit next to the work of finding out what to build.
/THE WEEK · 02
The method only works if it has a place in the calendar.
ILLUSTRATIVE · ONE WAY TO RUN THE WEEK
- MONDAYDecide what is worth building.OUTPUTThe stop listA PERSON · 1 HOUR
- TUESDAYAgents draft, code, and check.OUTPUTDrafts, code, and testsAGENTS
- WEDNESDAYThe team reviews where it matters.OUTPUTReview notesTHE TEAM
- THURSDAYShip behind evals.OUTPUTThe eval resultAGENTS AND THE TEAM
- FRIDAYDid it land? Score it in three words.OUTPUTOne line per bet: landed, watch, or stalledA PERSON · 30 MINUTES
Swap what you count and the conversation changes with it.
Tickets closed · Features shipped · Story points · Lines of code
START COUNTINGBets that landed · Bets stopped early · What each bet cost · How long until you knew
The point of view is the method. An engagement applies it to you.
Thirty minutes, no deck, no fee. If I’m not right for it, I’ll say so and point you somewhere better.