The Next Next Common Sense
them to maintain coherence despite having a fully distributed workforce across 75 countries with minimal traditional management structures. Next, identify minimum viable boundaries. Instead of asking “what should we control?” ask “what is the minimum structure needed for co- herent action?” This minimum viable approach creates canyons rather than canals. Basecamp’s approach to product development identifies just a few critical boundaries—six-week development cycles, small feature teams, and explicit “appetite” (time allocation) for features. Within these minimal boundaries, teams have complete freedom to determine how they work. Design for flow, not friction. Effective canyons reduce unnecessary resistance while maintaining essential boundaries. In digital environ- ments, this means creating systems that feel like helpful guides rather than frustrating barriers. Consider the difference between two security approaches: a friction-based system with complex password policies re- quiring frequent arbitrary changes versus a flow-based approach using passwordless authentication methods that maintain security while re- ducing user friction. Build in adaptation mechanisms. Canyons should evolve as condi- tions change, so create explicit mechanisms for reviewing and refining boundaries based on new information. Haier, the Chinese appliance man- ufacturer, has created a remarkable “microenterprise” system where in- ternal boundaries are constantly revised based on market feedback. Each microenterprise must continuously validate its value both to external customers and internal partners, ensuring boundaries remain relevant. Make values visible in digital tools. For canyons to function effec- tively, their guiding values must be visible in the digital tools people use every day. Salesforce embedded its customer-centric values directly into its CRM through features like the “360-degree customer view” and con- nected customer journeys. The tool itself reinforces and enables the com- pany’s core values.
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