 |
Estimation is a dangerous topic in many corporate cultures.
|
128 |
 |
Starting with the details – the inside view – is dangerous.
|
230 |
 |
Remember: stubborn on vision, but flexible on details. Sharing the vision is fine, but sharing a roadmap is very dangerous.
|
019 |
 |
Although there’s very little danger that a forecaster will ignore the inside view, overlooking the outside view is routine. That’s a fatal error.
|
106 |
 |
…forget about forecasting risk; go directly to mitigation by spotting and eliminating dangers.
|
188 |
 |
Because there can be uncertainty about whether a situation is actually dangerous… it can be better, in the long run, to overreact than to underreact.
|
067 |
 |
…the informal manner in which we manage our workloads ensures we always have dangerously too much to do.
|
063 |
 |
The pandemic exposed the enormous danger of ignoring future risks and opportunities that are already visible to us but still not yet seen.
|
097 |
