Hey, great read as always. The emphasis on domain leaders' digital fluency is indeed crucial for geniune value creation. Could Gabriel elaborate on how the 'Clarity' phase within the Three Cs framework specifically integrates with fostering a human-centred approach?
In Gabriel’s language, clarity is not only about defining the business problem and the decisions you want to improve, it is also where you hard‑wire the human outcomes you care about. In practice, that means leaders explicitly asking, right up front: Whose experience are we trying to improve here – customers, colleagues, or both? What behaviours, values or safeguards must never be traded away for efficiency or automation? Who owns the impact on people, not just the metrics?
Gabriel’s point is that, if you skip this in the clarity phase, you end up with technically clever solutions that feel dehumanising or “done to” people. If you get it right, your problem statement already bakes in things like dignity, trust, transparency and psychological safety, so the later design and deployment work has to stay human‑centred rather than purely optimisation‑centred.
Hey, great read as always. The emphasis on domain leaders' digital fluency is indeed crucial for geniune value creation. Could Gabriel elaborate on how the 'Clarity' phase within the Three Cs framework specifically integrates with fostering a human-centred approach?
Love this question, thank you for asking it.
In Gabriel’s language, clarity is not only about defining the business problem and the decisions you want to improve, it is also where you hard‑wire the human outcomes you care about. In practice, that means leaders explicitly asking, right up front: Whose experience are we trying to improve here – customers, colleagues, or both? What behaviours, values or safeguards must never be traded away for efficiency or automation? Who owns the impact on people, not just the metrics?
Gabriel’s point is that, if you skip this in the clarity phase, you end up with technically clever solutions that feel dehumanising or “done to” people. If you get it right, your problem statement already bakes in things like dignity, trust, transparency and psychological safety, so the later design and deployment work has to stay human‑centred rather than purely optimisation‑centred.