Field Notes

First published: July 13, 2026

D31 is a Company Builder specializing in Organizational Transformation for the Digital Era. This note explains what that means, which problem it addresses and whom it serves.

First published: July 13, 2026

Why digital transformation fails when technology changes but the way the organization decides, executes and learns does not.

First published: July 13, 2026

An execution framework to accelerate rhythm, clarity and learning in organizations that need to move faster.

First published: August 24, 2026 · Retrospective

Time became organizations' scarcest resource because the world started moving faster than the structures designed to interpret it.

First published: August 24, 2026 · Retrospective

On Thursday, I went to hear where the technology conversation was heading. I ended up hearing something more important.

First published: September 4, 2026 · Retrospective

Unanswered quotes and improving businesses can coexist in one conversation. Reading the market starts by preserving that difference.

First published: September 4, 2026 · Retrospective

A fast response does not demonstrate a good decision. Judgment appears in what you define before asking and what you review before delivering.

First published: September 4, 2026 · Retrospective

When everything seems urgent, the organization needs to distinguish what sustains its ability to operate. Pressure does not make every decision equivalent.

First published: September 4, 2026 · Retrospective

On August 31, a signal the D365-IRL community expected was absent.

First published: September 19, 2026 · Retrospective

Some dates become reference points because they allow us to connect questions we had previously observed separately.

First published: September 19, 2026 · Retrospective

Two people can leave a meeting convinced they reached an agreement and begin executing different things.

First published: September 19, 2026 · Retrospective

When a tool can resolve a task, what do we need to keep learning to understand it, evaluate it and decide what to do with the result?

First published: September 19, 2026 · Retrospective

What do we do when a screen presents something convincing that might be wrong?

First published: September 19, 2026 · Retrospective

When a company needs to sell more, one of its first responses is often to look for another salesperson.

First published: September 19, 2026 · Retrospective

What does your team need to know before committing resources on behalf of the company?

First published: September 19, 2026 · Retrospective

What part of your business can keep moving while you attend to something else?

First published: September 19, 2026 · Retrospective

What happens to our ability to solve problems when the tool we use every day disappears?

First published: September 19, 2026 · Retrospective

Before sharing a document with an artificial intelligence tool, does your team know what information it contains and what it is authorized to use it for?

First published: September 19, 2026 · Retrospective

Before asking your team to sell more, do you know where sales are getting stuck?

First published: September 19, 2026 · Retrospective

What value is there in bringing people together when the gathering is not intended to close a sale or deliver a project?

First published: September 19, 2026 · Retrospective

What happens to your project when things stop unfolding as you expected?

First published: September 19, 2026

An organization can introduce agents, automate processes and produce more without having resolved who decides what all that activity is for.

First published: September 19, 2026

Retaining the human 51% does not mean doing most of the work manually.

First published: September 19, 2026

An authorization can be perfectly recorded and still leave a question unanswered: under what conditions was that decision made?

First published: September 19, 2026

An agent finding an action beneficial does not mean it has permission to perform it.

First published: September 19, 2026

What happens when several agents share information, distribute tasks and begin to influence one another's decisions?

First published: September 19, 2026

An operation was recorded. We can consult its trail, identify a transaction and verify certain data.

First published: September 19, 2026

Autonomy means being able to choose. It also requires answering for what we choose.

First published: September 19, 2026

What could a leader do with the time now consumed by resolving repeated questions, chasing pending tasks and authorizing every move?

First published: September 19, 2026

When more people can make decisions, the need to understand how their decisions affect others also grows.

First published: September 19, 2026

One person recognizes an opportunity. Another knows how to develop it. A third has access to the context where it could be tested.

First published: September 19, 2026

A task can begin within an organization and produce consequences for people who never participated in defining it.

First published: September 19, 2026

An organization needs to turn what it knows into decisions and those decisions into coordinated actions.

First published: September 19, 2026

Autonomy can take us to places we do not yet know how to interpret.

First published: September 23, 2026

A sales team builds shared agreements, follow-up and learning to improve coordination and customer service.

First published: September 23, 2026

An operations team connects responsibilities, routines and indicators to restore coordination at work.

First published: September 30, 2026

An organization preserves room to decide when its commitments are understandable and its alternatives can be put into practice. Resilience also depends on the agreements we work with: what we expect, whom we depend on and how we will act if something changes.

First published: September 30, 2026

A commercial proposal needs to understand the customer's situation. When that situation changes, the reasons an offer may be relevant change too.

First published: September 30, 2026

Digitalizing an operation requires being able to understand what was authorized, who acted and how to review the outcome. A tool's convenience needs to be accompanied by clarity about the decision it enables.

First published: September 30, 2026

Preparing for next year requires deciding what to do with the information we receive today. A signal from the wider environment becomes useful when we can explain which assumption it changes and which decision deserves review.

First published: September 30, 2026

An anniversary allows us to revisit what we have built and ask what capacity it leaves us for the next step.

First published: September 30, 2026

An agent can compare, select and pay. At D31, we propose that delegation preserve the consumer’s ability to understand, contest and regain control of the transaction. The scope of applicable rights depends on the jurisdiction and the case.

First published: October 5, 2026 · Retrospective

Slowing down to review the business helps clarify what to do during the year-end period and how to participate in a community practicing hypercollaboration.

First published: October 5, 2026 · Retrospective

Connecting a business diagnosis with the time available helps prepare decisions and reveal opportunities for businesses to collaborate before defining their year-end actions.

First published: October 5, 2026 · Retrospective

The business diagnosis and timeline need a review of resources: what money is expected to come in, which commitments it must cover and what capacity remains to support business goals.

First published: October 5, 2026 · Retrospective

Choosing a specific business need helps focus year-end work and explore collaborations that fit that priority.

First published: October 5, 2026 · Retrospective

Learning by doing with support offers a direction for developing capabilities and pursuing greater autonomy.

First published: October 5, 2026

Complementary businesses can explore shared efforts to build value for a common audience; their outcomes require evaluation.

First published: October 12, 2026 · Retrospective

Understanding the user and the buyer helps frame and test commercial assumptions before increasing sales effort.

First published: October 12, 2026 · Retrospective

Building the capacity to delegate requires leaders to learn to teach and make time to support practice.

First published: October 12, 2026 · Retrospective

A shared offer needs complementary capabilities, a clear account of customer value, and agreements that everyone building it can understand.

First published: October 12, 2026 · Retrospective

Building entrepreneurial autonomy means choosing a direction, developing capabilities and following through on decisions.