Alexander Korenevski

Honored to be invited to the White House by the First Lady Melania Trump

Meet the new Stitch, your vibe design partner. Here are 5 major upgrades to help you create, iterate and collaborate: 🎨 AI-Native Canvas 🧠 Smarter Design Agent 🎙️ Voice ⚡️ Instant Prototypes 📐 Design Systems and DESIGN.md Rolling out now. Details and product walkthrough video in 🧵

Boil the Ocean garryslist.org/posts/boil-the…

Sound advice.

If nobody can say it out loud, you are feeding the antibody. Full assessment + implementation guidance: lnkd.in/dpaHxsh7

Scoring: 0–1 yes = clear lane. 2–3 yes = antibodies present. 4+ yes = rules must change. Reply with the number of your first “Yes” (1–7). I will reply with the single change that neutralizes that antibody within 30 days.

If you cannot name the person who can say yes, you are running a meeting series. Your pilot did not fail. It got vetoed by your rules.

How many people are in your gate decisions? If it’s more than 3, that’s the antibody. Full assessment + implementation guidance: lnkd.in/dpaHxsh7

If you need a vote, you don’t have a rule. Fix: • 1 owner • 2 advisors max + no votes • 15-minute gate • Met = continue; missed = stop

Week-12 gate. Adoption: 28%. Threshold: 35%. Rule: if you miss it, stop. They extended anyway.

Your pilots hit their targets. Nothing reaches production. Seven organizational antibodies quietly kill good work: procurement theater, risk paralysis, consensus culture, vanity metrics, sunk cost, handoff dysfunction, capability gaps. Full article: lnkd.in/dpaHxsh7

Gratitude lists are fine. But if your portfolio never shuts anything down, you lack discipline, not ideas.

If you lead product, engineering, or innovation, share one project you stopped in the last 12 months, what you took away from it, and what you funded instead, using: Project / Gate / Lesson / Moved to.

Every Thanksgiving week, gratitude posts flood LinkedIn. Mine starts with what we stopped: projects we terminated, pilots we refused to scale, in-house builds we scrapped once capability gaps became visible.