0.2
The four components
Every challenge you choose to solve will feel chaotic at first. Information everywhere. Ideas all around. Stakeholders pulling in different directions. Without a structure, that chaos stays chaotic. With a structure, it becomes something you can shape and ultimately solve.
Your Operating Logic is built on four components:
01 Research, 02 Insights, 03 Concepts, and 04 Toolkits
Each one builds on the last. Each one moves you closer to action. Together, they create a system that turns scattered thinking into focused momentum — and momentum into real-world execution.
This is the foundation of everything that follows.
I. ResearchDefining the space
Every problem is a puzzle with missing pieces. Research is the act of gathering those pieces. It is the first and most critical response to any challenge. This is not mindless information gathering or data collection—it’s about sharpening your focus. Without research, you may not even know what question you’re trying to answer.
Your goal during research is to define the problem and its critical context.
II. InsightsDrawing new connections
Insights are the hidden levers that unlock a problem. If research reveals the door you need to open, insights are the keys. And an insight is more than an observation. It’s a shift in perspective that fundamentally changes how you approach a challenge. This section will show you how to reach an insight, distinguish insights from observations, and articulate them for maximum impact.
Your goal during insights is to find the key that unlocks your problem.
III. ConceptsOrganizing thinking into usable ideas
With insights in hand, the next step is to shape them into something tangible. A concept is a structured hypothesis to solve a problem. Concepts allow you to stack and organize your thinking into clear, testable ideas that you (or your team) can use to explore different approaches. A well-formed concept will provide you with a clear path forward.
Your goal during concepts is to organize your thinking into one or more structured ideas to act upon.
IV. ToolkitsTurning ideas into decision-making instruments
An idea without execution is interesting, but not helpful. Toolkits transform ideas into usable frameworks—something others can reference and apply. A strong toolkit makes decision-making easier. It ensures that solutions aren’t just understood but actually implemented.
Your goal during toolkits is to create a system that enables consistent, high-quality decision-making.