The distinction between rewarding effort versus fixing systems is something I've struggled with in organizatons that celebrate heroics over prevention. The four-level iceberg framework makes explicit what most PMs intuitively know but can't articulate. I've seen teams change their org chart and tech stack only to revert back becuase the underlying beliefs never shifted. The retention case study is a perfect example of how thinking at different levels produces dramatically different outcomes.
I become fearful when I see organizations make sporadic decisions that affect their business without deep thoughts just because someone did it and they're successful at it.... It often becomes a monumental failure when such action doesn't fit into the culture (belief system) or the current system is not designed for the changes being introduced...
The distinction between rewarding effort versus fixing systems is something I've struggled with in organizatons that celebrate heroics over prevention. The four-level iceberg framework makes explicit what most PMs intuitively know but can't articulate. I've seen teams change their org chart and tech stack only to revert back becuase the underlying beliefs never shifted. The retention case study is a perfect example of how thinking at different levels produces dramatically different outcomes.
I become fearful when I see organizations make sporadic decisions that affect their business without deep thoughts just because someone did it and they're successful at it.... It often becomes a monumental failure when such action doesn't fit into the culture (belief system) or the current system is not designed for the changes being introduced...