The Re-Wired Group's Recent LinkedIn Posts

New BoS Europe 2026 Speaker: Lizzie Lawley is back to the BoS stage. In her brand new talk "The New Product Velocity: What Happens When Non-Developers Code", Lizzie will explore a shift many teams are already experiencing: What changes when the people shaping product decisions can also ship code? More speed sounds great. But it also reshapes: • Ownership • Quality • Governance • Collaboration between product, design and engineering • And what “velocity” actually means in practice If you’re thinking about AI-assisted building, low-code/no-code, or product teams becoming more autonomous, this conversation matters. Join us in Cambridge - 13-14 April: https://lnkd.in/dbyM5Kr2

The meeting is NOT the work! When do you get the real WORK that needs to be done when you are in meeting all day? Usually very early in the morning, late at night or between meeting when you are NOT at you peak brain power. Please take a minute to reframe your work and meetings. Your world will change. Thanks Dan Ariely

When we started vocation we aimed to help employees find work they love. But now that we are deep down the rabbit hole we find there is so much great info to help employers be better managers by knowing their employees drivers and drains. We have recently launched and employer version that helps with recruiting, on boarding as well as on going management of everyday projects and processes. Check out https://lnkd.in/gQ6-yrqR for our new employer tools. (FYI - The employee side is at joinvocation.com.) let me know you thoughts.

Why Most Leadership Teams Get Strategy Wrong—and How to Fix It Most leadership teams overinvest in plans and underinvest in intent. You’ve seen it: the offsite ends with a 40-page deck, a wall of OKRs, and a Gantt chart that would make a project manager proud. Then reality happens. Customers behave unpredictably. Competitors move faster. The board changes priorities. Suddenly, everything is “off track,” even though the world is behaving exactly like a complex system does. The problem? We confuse the map for the terrain. When the plan breaks, teams freeze because they don’t know what “winning” looks like anymore. This is where Commander’s Intent becomes a game-changer.

Progress over perfection. And we plan and set goals when we are the stupidist. More proof!

Brian Halligan said something on Lenny’s podcast this week that stopped me cold: “It’s never been easier to start a company — and never been harder to scale one.” He’s right. And I think I know exactly why. Starting is a demand-side problem. Scaling is a learning problem. Most founders never make the switch. When you’re starting, you’re hunting — figuring out what job customers are hiring you to do, understanding what pushes them to change or keeps them stuck. This is the heart of Demand-Side Sales 101. AI has made this phase cheaper and faster. Brian’s right — starting has never been easier. But then something breaks. Scaling requires building a system that produces outcomes repeatedly. That’s a Learning to Build problem. Most founders mistake motion for progress. They hire more people without ever asking: Why did it work? What were the conditions? And scaling also demands personal reinvention. The job that made you a great founder is completely different from leading a 200-person organization. In Job Moves, we show how people rarely fail from lack of skill — they fail because they never defined what job they were stepping into. The companies that scale aren’t the ones with the best product at launch. They’re the ones where leadership learned to learn. Ask yourself: Do you know why your customers said yes — causally, not anecdotally? And do you know what job you need to step into next? Starting is easy. Learning to build is the whole game.

Most companies think about growth the wrong way. They look at their existing market, count potential customers, and start optimizing - better features, sharper messaging, tighter sales processes. But in conversations Greg Engle and Bobby Moesta keep coming back to, they've found that this approach misses something fundamental. Read more here: https://lnkd.in/ecA8t_Gk

This is one of the podcasts that put jtbd on the map as an everyday product manager tool. Very appreciative of Lenny Rachitsky for having me on. JTBD is Still very useful in the age of ai. Easier to build make the the choice of what to build even more important. Most people are shipping a ton of feature no one uses. Time to dig into you customer struggling moments.

The breakthrough opportunities come from understanding what job the consumer is actually trying to get done, which often crosses category boundaries entirely. There’s also a persistent myth that more choice is inherently better, but the research doesn’t bear that out. More choice often creates confusion and can actually reduce consumption in a category. Read more on Bobby Moesta's take on this for CPG companies ---> https://lnkd.in/eA9bYS5m #cpg #innovation

Stop treating hiring like a supply-side problem. As Jobs to Be Done expert Bobby Moesta puts it: “Employees hire companies more than companies hire employees.” In his BoS Europe 2025 talk, Bob reframes hiring and retention using demand-side thinking, drawing on 1,000+ interviews with people switching jobs. One of his clearest findings? Job changes aren’t about luck. Every switch is driven by pushes (what’s no longer working) and pulls (what promises progress). Some of the most powerful ideas from the session: • Know your superpower, and be honest about what you suck at. That clarity reduces imposter syndrome and helps you hire better. • Hire your opposite. Early teams get stronger through complementary skills, not clones. • Rethink retention. Regular conversations uncover the real reasons people disengage before they leave. If you’re struggling to attract or retain great people, this talk will fundamentally change how you think about recruiting, and leadership. Watch Bob Moesta’s full session on JTBD & Hiring: Watch the full BoS talk: https://lnkd.in/eKk3Tu2C

I am currently working on a strategic process inspired by Clayton Christensen's Driving Forces Process from the mid-90s. At its core is Strategic Context, which serves as the starting point for framing, creating, and executing effective strategies for startups and larger organizations. Strategic context provides a shared understanding of the game being played and the forces that are reshaping it. It addresses key questions: what's changing, for whom, why now, and what implications this has for creating and capturing value. The importance of strategic context cannot be overstated. Without it, strategy can become disjointed, fragmented, and reactive to competitors. With clear context, teams can align on trade-offs, sharpen their positioning, and ensure their strategic bets are grounded in fundamental causal shifts rather than outdated assumptions of the past. Key elements to consider include: - Driving forces: the converging changes in technology, behavior, economics, and regulation that challenge old assumptions of competition. - Customer jobs and struggling moments: identifying who is trying to make progress, in what situations, and what pushes, pulls, and anxieties they face. - Competitive frame of reference: understanding the category you're compared to and the real alternatives customers might choose if your offering didn't exist. - Distinct capabilities and differentiated value: recognizing what you can do that others cannot, and why this is significant in the current landscape. - Business model implications: necessary updates to the value proposition, resources, processes, and profit (or sustainability) formula. - Risks and constraints: identifying habits, switching costs, and big unknowns that need to be addressed. - Time horizon and milestones: determining what will be learned when, and identifying triggers that could necessitate a course correction. If you share insights about your market and the shifts occurring, you can collaboratively sketch your context on a set of Conceptual Causal Maps to foster alignment and focus for the entire team. The net result is a set of business projects or a strategic roadmap that is designed to move the business forward in a meaningful way. Uncovering strategic context is the key. I have been developing business strategies like this for over 30 years, and it's time to share them with others. Stay Tuned.

Quick question for founders and leaders: If one of your best people quit tomorrow… Would you know why? Bobby Moesta’s JTBD work shows that people don’t leave randomly, they leave because of very specific “pushes” and unmet progress. We've summarised the key insights from his BoS Europe talk, including: • Why resumes and job descriptions fail us • How energy reveals role fit • The 4 quests that drive job changes • And what retention actually requires (hint: it’s not money) Read the full article here 👇

Reflecting on my recent experience at the Winter Olympics in Italy, I found a striking parallel between elite athletes and startup founders. Both groups train with a purpose, not just for the sake of training. Athletes aim for a medal, honing their skills to land jumps under pressure, maintain form against the wind, and execute routines amidst the noise of the crowd. Similarly, founders build with a clear goal in mind: to solve a JTBD for customers within specific context and constraints. The difference between medalists and the rest lies not in raw talent, but in their clarity of outcome, disciplined practice, and honest assessment of trade-offs. Champions timebox their efforts, prototype, and adjust constantly. They focus on conditions rather than just averages, designing practice sessions to uncover failures early, ensuring that race day feels seamless and almost boring. Great startups mirror this approach by defining the critical moments, narrowing their scope to fit time constraints, testing in context, and learning rapidly to improve future decisions. I observed that smaller teams with tight routines and clear roles often outperformed larger delegations with more resources. Coordination proves more effective than sheer capacity. In the business world, this distinction is crucial: a team aligned on its objectives is far more effective than one merely engaged in busywork. It's not the flashy new techniques that lead to success, but the focused efforts on the few critical moments that truly matter. Ultimately, the path to the podium in both sports and startups hinges on four key elements: a clear definition of the job to be done, a strategy that prioritizes what not to pursue, practice that simulates real conditions, and the humility to adapt when faced with challenges. Different arenas, yet the same game: build for the moment of truth.

What’s the top feature your team *thinks* customers love most? There’s a product analytics company, they’re five years in, and growth has plateaued. The team is heavy on product people – smart, capable folks who genuinely care about what they’re building. When you ask them about customers, they’ll tell you the same thing: “Customers love the product.” But here’s the problem: love doesn’t pay bills. Love doesn’t create daily habits. And love sure doesn’t explain why adoption isn’t where it needs to be. Read the rest of the article from the Re-Wired team: https://lnkd.in/e-WrHRwk Bobby Moesta Greg Engle Katherine Thompson Matthew Sheppard Lucy Heskins (Oh Blimey)