In the CEO Afterlife
MAY 10, 2018
Intuitively, many entrepreneurs and businesses believe that the key to faster growth and success is more products, features, and markets. It’s a tough world even for big-company generalists, who take on the complexities of product diversification. Continually move up the bar to re-test your personal limits and your team.
In the CEO Afterlife
DECEMBER 7, 2014
To rise from the ashes, our young management team made several tough sacrifices to transform a multi-product, multi-brand operation from generalist to specialist. According to Bob Olodort, the product designer of the recently launched Ditto notification wearable device, Samsung is snagged in the complexity web.
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In the CEO Afterlife
MAY 22, 2013
With the exception of tampered product recalls, oil spills, or factory explosions, these types of trials never face the captains of industry. Progress may be represented by top-line sales, market share, productivity, innovation, new product launches, or expanding distribution. Not in the least.
In the CEO Afterlife
MARCH 21, 2016
They put the pedal to the metal to get the job done, and they expect that modus operandi from their teams. In-N-Out Burger keeps it simple in order to deliver a great product, quickly. The most successful leaders, leverage ‘fast company’ cultures to achieve competitive advantage. Fast Companies Get Results.
In the CEO Afterlife
MARCH 1, 2016
What I did not share was the corporate strategy that resurrected this near bankrupt multi-product, multi-brand company. After buckets of red ink and much soul searching, our young management team came to terms with the fact that Nabob could not survive as a ‘generalist’ against multi-nationals twenty times its size.
In the CEO Afterlife
JULY 16, 2015
Strategies that emerge from consciously passing on certain markets, products, and brand benefits improves performance because they tell you what not to do. They want to know how to best trek Mount Here , the vista everyone on the team agreed to climb in the first place. Because, at the top of Mount Here is the pot of gold.
In the CEO Afterlife
FEBRUARY 19, 2012
Somehow he was able to see the unseen, and marshal Apple’s resources to deliver the innovative products that fulfilled his view of what lied ahead. On reflection, I should have paid attention to the unique personalities of my management team and made some adaptations that would have allowed their business lives to be even more fulfilling.
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