If you’ve ever sat through an all-hands meeting — the kind where execs talk about ARR, COGS, OKRs, and a sea of acronyms — you might’ve zoned out.
“I’ll just get some 'real work' done while this plays in the background,” you think, tabs open, code editor ready.
But here’s the truth: The more you understand the business, the more control you have over your work.
Because if something doesn’t serve the business, its customers, or your coworkers — you should be able to challenge it. And to do that well, you need context.
The Business
It starts with three deceptively simple questions:
- What problem is the business trying to solve? (aka the market opportunity)
- How does it solve that problem in a way that’s hard to copy? (aka the moat)
- Is the business actually growing? (aka year-over-year growth)
Don’t let the MBA lingo scare you. You don’t need to become a financial analyst. But you do need to be able to answer these questions clearly, in your own words. Because they form the foundation of good decision-making.
Why this matters:
- Knowing the problem space helps you identify if your task is relevant — or a distraction.
- Understanding the company’s unique approach helps you build solutions that fit within the system.
- Being aware of the company’s health helps you time decisions — and gauge urgency.
Surprisingly few people can answer all three. But if you can? You’ll be ahead of most.
The competitors
Your company isn’t the only one solving this problem. Other players are out there — hungry, clever, fast. Probably faster than you.
Know what they’re doing.
- What features are they building?
- What’s considered “industry standard” now?
- Where are they catching up — or pulling ahead?
If you’re behind, your work better be exceptional. If you’re ahead, make it count. Make it loud.
But don’t let competitor obsession drain your focus. Competitive awareness should inform your work — not become your work.
The customers
You can’t just look sideways. You have to look forward — at the people you serve.
It’s never been easier. People are constantly sharing feedback online. On X, on Reddit, on YouTube reviews.
You don’t need to become a full-time researcher. But check in often. Get a feel.
- What makes customers excited?
- What makes them frustrated?
- Where’s the opportunity? Where’s the risk?
This is how you build intuition — not just for what to build, but why.
The challenge
Understanding the business gives you power. The power to say:
“This project doesn’t make sense.”
“This task doesn’t help us win.”
“Here’s a better way.”
You can’t just push back without a plan. If you’re going to challenge something, you need three things:
A clear understanding of the business.
You should be able to answer:
- What problem is the business solving?
- How does it do it?
- How's it doing?
A counter-proposal.
Not just in theory — something concrete, thoughtful, and grounded in the business context above.
The willingness to build it.
Even if it’s in addition to your “real” work. Even if it’s just a scrappy prototype. If you believe in it, show it.
If you’re not willing to do that, it’s not a proposal. It’s a complaint.
The change
Imagine this:
You’ve invested your life savings into the company. You have real skin in the game. Now — do you still feel confident challenging the way things are done?
If not, ask why:
- Are you unsure of the customer problem?
- Are you unclear on your competitive position?
- Are you uncertain about what success looks like?
If you care enough to challenge the business, you need to care enough to understand it. Deeply. Patiently. Strategically. Earn the right to challenge.
That’s how you get good at saying no to bad ideas — not by being louder, but by being clearer. And when you’re aligned, leadership will thank you — one way or another.
That’s how you move things forward — not just for your work, but for the business. And if the challenge feels impossible, maybe it’s because you feel like “just” a little cog. Just a number.
I can only speak for myself. But I’m here to tell you: it’s possible.
Take it from this little cog who’s done it before — many times — and is still doing it now.