Model: Operations & Quality

Organise everything into four buckets—Projects, Areas, Resources, Archives—so what you need is one click from action.

Add independent alternatives so one failure doesn’t stop the outcome; test failover so the backup isn’t imaginary.

Each extra unit adds less benefit beyond a point; invest until marginal benefit ≈ marginal cost.

Deliberately leave room for error—buy below value, build above load, plan beyond the optimistic case—so mistakes and volatility don’t cause ruin.

Use small inputs to create large outputs by applying amplifiers — capital, code, media, process, partnerships. Leverage magnifies both gains and losses.

A minority of inputs often drives a majority of outcomes. Find the vital few, focus there first.

Produce more to lower average cost by spreading fixed costs, improving specialisation and buying better—until coordination costs bite.

Reinforcing and balancing loops drive growth and stability (Meadows).

Compounding loops that accelerate with momentum; popularised by Jim Collins.

A KPMG framework that links what to aim for (financial ambition), where to play (business model), and how to win (operating model) across nine levers.

Flow moves at the pace of its constraint—improve the bottleneck to improve the whole.

The rate customers leave.