Execution Power & Effectiveness Power
Jo evaluates solutions through two perspectives: execution power (the will to act) and effectiveness power (the actual result). A good idea that no one carries out stalls; a forceful effort aimed at the wrong target wastes energy.
This framing appeared in a May 2015 post that walked through how each lens changes the way a plan is judged before it ships.
Quantity of Input, Quality of Output
Volume Before Shape
Work rewards a steady stream of input. Jo argues that output quality improves once the intake of ideas, references, and field experience is large enough to cross-reference itself.
Running as Research
Long runs, races, and travel all become sources of input, expanding the range of material that planning work can draw on.
80% of Investigation Is Preparation
The bulk of good investigation happens before the field trip. Define the question, sketch the hypotheses, and list what would change your mind. The site visit or meeting then becomes a test, not a search.
Jo applies this discipline across planning work and on-the-road problem solving alike.
Business Trips & Travel Notes
From highway service-area design to overseas trips, Jo treats travel as a lab for small process improvements: parking angles that prevent wrong-way driving, packing lists that cut decisions, and pre-trip checklists that protect focus.
- Observations from business trips, including time spent in Germany.
- Service-area parking layouts as a study in small, effective design.
- Lightweight preparation routines that keep trips productive.
Strong execution depends on two distinct kinds of power working in concert: the willingness to push a plan forward, and the ability to translate that push into something that actually delivers value. Treating these as separate lenses changes how a strategy gets evaluated long before launch, because raw determination aimed at the wrong outcome simply burns effort, while a sound concept with no follow-through never moves the needle. Reviewing ideas through both filters early in the process keeps teams from confusing motion with progress and helps separate energetic activity from results that genuinely matter to the wider goal.