The OODA loop is military strategist John Boyd’s framework for combat operations that also turns out to apply quite well to businesses and learning in general. It emphasizes a rapid cycle of Observing, Orienting, Deciding and Acting.

Though it’s not so different from the classic test-learn cycle or a good design process, Boyd’s framework has a lot of nuances. I found applying it to my own life valuable because:

The faster you can do this loop—in your work or in a conflict of any kind—the more solutions you can try and the quicker you will learn.

If you’re competing against others, completing your OODA loop fast and acting to change the environment for them means you can disrupt their loop and force them back to the observation step before they can act. It slows them down, creates confusion and gives you an advantage.

To apply the OODA loop to a business context, it can help to reconsider the points on the cycle as Frame, Strategize, Test, and Gather.

I learned about it from Reid Hoffman’s excellent Masters of Scale podcast.

The OODA loop features in my book Big Ideas Little Pictures

My original OODA loop sketch was an animation

OODA Loop

Simon Sinek’s simple idea to start with why. To get a better feel, watch his 18min TED talk: How great leaders inspire action. I found his concrete example of “It was the ‘I have a dream’ speech, not the ‘I have a plan’ speech,” helps keep in mind the power of starting with why and painting a vision in order to inspire and lead. Now, if you have a vision, a strategy and a plan, well, then you’re in business.

People don’t buy what you do, they buy why you do it.
— Simon Sinek

Simon’s has parallels with another I like:

Products aren’t just things that you buy, they’re things that you buy into.

The golden circle

I’ve found this model useful in my thinking so many times. Also known as the Buying Hierarchy, it’s a model that illustrates a common evolution — though not perfect nor universal — in products and markets where an original innovation provides a performance or functionality benefit over what others can provide. As a result they can charge more as no one else does it.

When others come to deliver that too, then the focus for the customer can move to which delivers the most reliable quality. When the reliability is the same from different providers then we’ll choose the one that is more convenient.

Only once all else is equal does the lowest price option become the winning one. At this stage you’re selling a commodity where people could choose to get the same thing, just as easily, for the same quality in several places.

There’s a business to be made at each stage, but it’s sensible to know where you’re competing.

The original model is from Windermere Associates and widely shared by Clayton Christensen in The Innovator’s Dilemma.

The customer value chain

Pace Layers is the brilliant observation of Stewart Brand that different aspects of the world change at different speeds.

So, Fashion and art change and cycle faster than Commerce, which changes faster than Infrastructure, and in turn, Governance, Culture and finally, Nature.

The outer layers tend to innovate faster and so pull along the slower-changing layers. At the same time, the slower layers also stabilise the faster layers, reducing the chances of chaos.

At the boundaries, you get constructive turbulence, say, between self-driving cars and Governance or between legislation trying to keep up with the growth of electric scooters. Or how the growth in video streaming (Commerce) needs Internet Infrastructure to come along with it.

As a framework for thinking about big, complex things, I find it quite handy.

Pace layers

Ways that we adapt to the world without thinking. Coined by Jane Fulton Suri of IDEO, including her nifty book with a ton of examples. Typically great inspiration for design.

Thoughtless acts

A nice little framework for expanding the scope of your thinking and looking at a problem from a different angle: what if you approached from a different power of 10?

Really it refers to the Charles Eames film Powers of 10 which seems to be remarkably popular. Watch the short film (a good way to spend a few minutes) or explore the Powers of 10 site.

Design thinking sketches