Five insights on crafting the company vision and mission from how President John F Kennedy went about envisioning the space program that put Neil Armstrong on the Moon.
Some say that 10% of success comes from the Strategy while 90% can be attributed to Execution. But what if it was the link from one to the other that can make or break your ability to be successful?
As I work with companies across the globe, I see segments and geographies that have suffered different levels of impact from the outbreak. Some are seeing a total disruption of their business models, while for others, it’s too early to tell. Most are dealing with unprecedented levels of uncertainty. This article is not supposed to provide a one-size-fits-all approach, but a set of guidelines and tools that you can adapt to your context.
Investors love scalable businesses. Matt Clifford calls founders going through the company builder Entrepreneur First ‘scale seekers’. Philosopher and mathematician Nassim Taleb introduced me to the concept of ‘convexity’. The best investments leverages limited downside (lose your investment) with a disproportionately large upside (capture a global market), and economies of scale.
Cause and effect is a well-established principle, even if we sometimes confuse causation and correlation (see divorce / margarine correlation). For most companies, the main measures of performance are the usual suspects, revenue, profitability, and cash. We see this reflected in our clients, where the most common top level OKR is to ‘Increase Revenue’.