One idea per slide, given the whole stage. Big type, deep space, a single accent doing all the pointing — built to land, not just to inform.
Say the one thing.If a slide carries two ideas, they each deserve their own. Subtract until only the point is left.
Give the single point the whole stage and room to breathe.
Scale and weight set the hierarchy — not boxes, rules or clutter.
Keep 90% of the ink quiet so the 10% can shout.
One number, given the whole stage, lands harder than a wall of them.
Good design is as little design as possible.
— Dieter Rams
A wall of bullets nobody recalls.
One line they can’t forget.
One page: who we serve, what we must own, and where the money comes from.
Two steps — the first invite and week two — cost more than the other five together.
Everything a person opens, and nothing that stores.
One gateway: auth, rate limits, and every audit record.
Nine services, each owning its own store.
One warehouse every tier reads from, and nothing writes around.
Three of these edges fail loudly. The replication into the warehouse fails quietly.
38 sources, change data capture
The only place all four agree
412 metric definitions
What the business acts on
Every turn should add users. Activation is where the turn loses them.
Every new team adds sources
Volume sharpens the defaults
Fewer steps to a finished deck
Everything below the migration waits on the migration.
Old ledger retired
EU write path live
Needs the new ledger
No sales call under €5k
One queue, one owner
Two regions to answer for
| Build in house | Partner | |
|---|---|---|
| Time to first release | 9 months | 10 weeks |
| Cost, year one | €1.4m | €480k |
| Who owns the roadmap | Us | Shared |
| Reversible? | Yes, slowly | Only at renewal |
Source: build-vs-buy assessment, February
Not because the tool got faster. Because it stopped asking people to know what a template is.
Cumulative spend against budget, €000.
€480k releases the team in ten weeks instead of nine months.
Decide by 14 Feb · sponsor: CFO
Stops parallel spend; the work is recoverable until the March gate.
Decide by 28 Feb · sponsor: CTO
| Risk | Mitigation | Owner | State |
|---|---|---|---|
| Partner capacity in Q2 | Second vendor pre-qualified | PMO | Watch |
| Data migration window | Dry run booked for 12 Feb | R. Okafor | At risk |
| Team release | Backfill agreed with the CTO | Eng. manager | On track |
Source: programme risk log, February
Qualified enquiries per month, since the new identity shipped.
Source: enquiry log, four months to April
Two thirds of it never touched the work anybody remembers.
Source: marketing ledger, full year
The two things buyers say out loud — and the corner nobody has taken.
One reader, described specifically enough to argue with.
Three survive. The rest were reassurance, not argument.
Evidence beside the claim, on the same slide.
A named decision, a date, and one owner.
Four cards hold four parallel points; use a flow when they happen in order.
○ none · ◕ partial · ● strong
Source: team assessment, illustrative
The identity was never the bottleneck. The bottleneck was that nobody could produce anything in it without asking us first.
Replace this with your one idea — and resist adding a second.