What happens when a Fortune 100 runs playbooks instead of their legacy approach.
They banned slides. A global industrial technology company ran its growth reviews across four events on three continents. Every team arrived having run a playbook instead of building a deck.
Ninety seconds on the idea, then the evidence. Leadership stopped judging polish and started interrogating proof. Some projects were killed — before the money moved, which the teams counted as a win.
The pre-work was less work than the slides it replaced. Those slides had been through five stakeholders anyway. The same effort now produces evidence instead of decoration.
And it gave everyone a shared language. Cross-functional teams and leadership could finally discuss the same work in the same terms.




