Barnaby Robson

Hi, I'm Barnaby

Barnaby Robson

I write here to sharpen my thinking; publishing forces clarity. It also gives me a space for a more personal voice than the macro, sector and strategy research I author for KPMG.

It's also a visual archive. I am obsessed with composition, colour and light — whether that's street, landscape or portraits in my Galleries, or translating abstract business concepts into graphics. The site hosts the visualised mental models I rely on in my work — and in most decisions I make.

There's a long-running log of the coffees I brew, articles on design, and notes from the books and podcasts that have shaped me.

It's unapologetically an eclectic mix. The older I become, the more I feel it's a mistake for people to become too centred on one discipline.

Thanks for visiting my corner of the web.


Recent Essays

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Mental Models

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Pareto Principle

Twenty per cent of effort drives eighty per cent of results.

Find the vital few inputs and put your attention there first.

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80% 20% Effort 80% 20% Result

Circle of Competence

Operate where you understand cause and effect.

Stay inside the circle, expand it deliberately, and partner outside it.

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What you don’t know PASS · LEARN · OUTSOURCE What you know TAKE ACTION

Eisenhower Matrix

Importance beats urgency.

Sort every task into one of four moves: do it now, schedule it, delegate it, or eliminate it.

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Spend more time here IMPORTANT Schedule Do now Eliminate Delegate NON-URGENT URGENT
01 The Idea Maze Before building, map the space: the key forks, dead ends and dependencies—so you can choose a promising path and run smarter tests. 02 The Map is not the Territory All models are simplifications. Don’t confuse the representation (map, metric, plan, narrative) with the thing itself—and update the map when facts change. 03 The PARA Method Organise everything into four buckets—Projects, Areas, Resources, Archives—so what you need is one click from action. 04 Thought Experiment Use a carefully imagined scenario to test an idea’s logic, expose assumptions, and predict consequences—before you spend time or money. 05 Zero to One Aim for vertical progress—create something truly new (0 → 1), not just more of the same (1 → n). Win by building a monopoly on a focused niche and compounding from there. 06 Thucydides Trap When a rising power threatens to displace a ruling power, fear and miscalculation can tip competition into conflict unless incentives and guardrails are redesigned. 07 Pavlovian Conditioning A neutral cue paired with a meaningful event can come to trigger the response on its own. 08 Perceptual Bias When perception systematically deviates—illusions, context effects—so the same data looks different. 09 Redundancy Add independent alternatives so one failure doesn’t stop the outcome; test failover so the backup isn’t imaginary. 10 Probabilistic Thinking Reason in degrees of belief, not certainties: use base rates, ranges, and expected value—then update as evidence arrives. 11 Regression to the Mean Extreme results are usually followed by more typical ones—even without any real change. 12 Star Principle Richard Koch’s rule to back category leaders in high‑growth niches; leadership + growth compounding.

Galleries

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Presentations

Becoming Engineers — opening slide All That Glisters — opening slide When AI Leaves the Chat Window — opening slide

Coffee Log

Lately, in the cup.

The newest specimens in the archive — each tasted and scored out of five, with the roaster's notes and mine.

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Notes From

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Uncommon Interests

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Drafting desk under a brass lamp: calipers and wooden rules on a green cutting mat, coffee at hand, snow outside the window
AI Tools The stack I actually reach for.
Tools & workflow
Reading by the water
Bibliophile A shelf worth keeping.
Books & reading
Contax T2 resting on a green-slotted bench beside a red loafer
Gear What survives daily use.
Everyday carry

All, Investing & Economics, Productivity & Wisdom, Artificial Intelligence, Trip Reports, On Photography, Graphics & Design, Crypto

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