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3 episodes with paranoid survive
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2 episodes with paranoid survive
2 episodes with paranoid survive
2 episodes with paranoid survive
2 episodes with paranoid survive
2 episodes with paranoid survive
2 episodes with paranoid survive
Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath Inflection points, as discussed first by Andy Grove in his book, Only the Paranoid Survive, are paradigmatic shifts that lead to entrepreneurial opportunities, such as those companies like Amazon and Netflix seized, or lead to failure, if not responded to adequately as in the instances of companies like Nokia, Blockbuster, Intel, Kodak, and Xerox. Leaders must “see around corners” to identify disruption and must respond appropriately. Business School Professor and consultant Rita McGrath contends that though the disruption often seems sudden, it is not entirely random and can be anticipated. Typically, it is the result of process that has been brewing for some time. Armed with the right strategies and tools, organizational leaders can identify that a disruption is arriving and can benefit from it if they take timely steps. This book is a guide to anticipating, understanding, and capitalizing the inflection points in the lives of business. Rich in example, itprovides a structured approach to understanding and responding to the disruptive inflections every business inevitably face. Case study presentations and illustrations are central. This book is a must for navigating in a world of constant disruptions. Alfred Marcus, Edson Spencer Professor of Strategy and Technology University of Minnesota Carlson School of Management. Learn more about your ad choices. Visit megaphone.fm/adchoices
Are you missing out on innovation because you're avoiding discomfort? How can you embrace the tension that's required for innovation? In episode 244 of At The Table, Patrick Lencioni and Cody Thompson explore the crucial link between tension and innovation. They argue that real creativity requires discomfort—whether from interpersonal friction or environmental urgency. Through personal stories and business examples, they offer practical ways to embrace conflict and drive change before crisis strikes.Topics explored in this episode: (1:14) Tension Can Be Beneficial* Innovation is universally desired but rarely pursued.* True creativity demands both environmental and interpersonal tension.* Most teams avoid conflict until a crisis forces change.(3:52) Manufacturing Tension and Creativity* Cody discusses how companies often manufacture environmental tension to force innovation, especially when complacency sets in. * Pat connects innovation to creativity, drawing on his experience as an author and screenwriter. (9:17) Does Every Business Need to Innovate?* Innovation applies to all types of companies in different ways.* Entrepreneurs often thrive on tension, but most leaders need to learn it.(14:15) Manufacturing Urgency* Crises like COVID accelerate innovation by necessity.* Teams can simulate pressure by setting rallying cries or tight timelines.(19:24) Fear or Joy Can Drive Innovation * A team's willingness to engage in healthy conflict is directly tied to innovation potential.* The best employees crave meaningful tension and will leave if it's missing.Resources mentioned in this episode: * Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company, a book by Andrew S. Grove. This episode of At The Table with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. At The Table is a podcast that lives at the connection between work life, leadership, organizational health, and culture. Subscribe on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (https://bit.ly/At-The-Table-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth and http://www.youtube.com/@PatrickLencioniOfficial. Connect with Cody Thompson https://www.linkedin.com/in/cody-thompson-a5918850. Be sure to check out our other podcast, The Working Genius Podcast with Patrick Lencioni, on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (
Knowledge Project: Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- Most people protect their identity. Andy Grove would rewrite his, again and again. He started as a refugee, became a chemist, turned himself into an engineer, then a manager, and finally the CEO who built Intel into a global powerhouse. He didn't cling to credentials or titles. When a challenge came up, he didn't delegate, he learned. This episode explores the radical adaptability that made Grove different. While his peers obsessed over innovation, he focused on something far more enduring: the systems, structures, and people needed to scale that innovation. Grove understood that as complexity rises, technical brilliance fades and coordination becomes king. You'll learn how he redefined leadership, why he saw management as a creative act, and what most founders still get wrong about building great companies. If you're serious about getting better—at work, at thinking, at leading—this is the episode you'll be glad you didn't miss. This episode is for informational purposes only and most of the research came from The Life and Times of an American by Richard S. Tedlow, Only the Paranoid Survive by Andy Grove, and Tom Wolfe's profile of Robert Noyce available here. Check out highlights from these books in our repository, and find key lessons from Grove here — https://fs.blog/knowledge-project-podcast/outliers-andy-grove/ (05:02 ) PART 1: Hungarian Beginnings(06:48) German Occupation(09:27) Soviet Liberation(11:01) End of the War(12:35) Leaving Hungary (14:10) PART 2: In America(16:50) Origin of Silicon Valley(20:04) Fairchild (22:54) PART 3: Building Intel(25:15) Becoming a Manager(29:39) Intel's Make-or-Break Moment(31:35) Quality Control Obsession(34:41) Orchestrating Brilliance(37:49) The Microprocessor Revolution and Intel's Growth(40:32) Intel's Growth and the Microma Lesson(30:51) The Grove Influence(47:00) The Birth of Intel Culture(49:42) The Fruits of Transformation(50:43) The Test Ahead (53:07) PART 4: Inflection Points(55:23) The Valley of Death(58:26) The IBM Lesson(01:01:18) CASSANDRA's: The Value of Middle Management(01:04:09) Executing a Painful Pivot (01:08:25) Reflections, afterthoughts, and lessons Thanks to our sponsors for supporting this episode: MOMENTOUS: Head to livemomentous.com and use code KNOWLEDGEPROJECT for 35% off your first subscription. NOTION MAIL: Get Notion Mail for free right now at notion.com/knowledgeproject Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: fs.blog/membership and get your own private feed. Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices
Knowledge Project Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgMost people protect their identity. Andy Grove would rewrite his, again and again. He started as a refugee, became a chemist, turned himself into an engineer, then a manager, and finally the CEO who built Intel into a global powerhouse. He didn't cling to credentials or titles. When a challenge came up, he didn't delegate, he learned. This episode explores the radical adaptability that made Grove different. While his peers obsessed over innovation, he focused on something far more enduring: the systems, structures, and people needed to scale that innovation. Grove understood that as complexity rises, technical brilliance fades and coordination becomes king. You'll learn how he redefined leadership, why he saw management as a creative act, and what most founders still get wrong about building great companies. If you're serious about getting better—at work, at thinking, at leading—this is the episode you'll be glad you didn't miss. This episode is for informational purposes only and most of the research came from The Life and Times of an American by Richard S. Tedlow, Only the Paranoid Survive by Andy Grove, and Tom Wolfe's profile of Robert Noyce available here. Check out highlights from these books in our repository, and find key lessons from Grove here — https://fs.blog/knowledge-project-podcast/outliers-andy-grove/ (05:02 ) PART 1: Hungarian Beginnings(06:48) German Occupation(09:27) Soviet Liberation(11:01) End of the War(12:35) Leaving Hungary (14:10) PART 2: In America(16:50) Origin of Silicon Valley(20:04) Fairchild (22:54) PART 3: Building Intel(25:15) Becoming a Manager(29:39) Intel's Make-or-Break Moment(31:35) Quality Control Obsession(34:41) Orchestrating Brilliance(37:49) The Microprocessor Revolution and Intel's Growth(40:32) Intel's Growth and the Microma Lesson(30:51) The Grove Influence(47:00) The Birth of Intel Culture(49:42) The Fruits of Transformation(50:43) The Test Ahead (53:07) PART 4: Inflection Points(55:23) The Valley of Death(58:26) The IBM Lesson(01:01:18) CASSANDRA's: The Value of Middle Management(01:04:09) Executing a Painful Pivot (01:08:25) Reflections, afterthoughts, and lessons Thanks to our sponsors for supporting this episode: MOMENTOUS: Head to livemomentous.com and use code KNOWLEDGEPROJECT for 35% off your first subscription. NOTION MAIL: Get Notion Mail for free right now at notion.com/knowledgeproject Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: fs.blog/membership and get your own private feed. Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices
Knowledge Project Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgMost people protect their identity. Andy Grove would rewrite his, again and again. He started as a refugee, became a chemist, turned himself into an engineer, then a manager, and finally the CEO who built Intel into a global powerhouse. He didn't cling to credentials or titles. When a challenge came up, he didn't delegate, he learned. This episode explores the radical adaptability that made Grove different. While his peers obsessed over innovation, he focused on something far more enduring: the systems, structures, and people needed to scale that innovation. Grove understood that as complexity rises, technical brilliance fades and coordination becomes king. You'll learn how he redefined leadership, why he saw management as a creative act, and what most founders still get wrong about building great companies. If you're serious about getting better—at work, at thinking, at leading—this is the episode you'll be glad you didn't miss. This episode is for informational purposes only and most of the research came from The Life and Times of an American by Richard S. Tedlow, Only the Paranoid Survive by Andy Grove, and Tom Wolfe's profile of Robert Noyce available here. Check out highlights from these books in our repository, and find key lessons from Grove here — https://fs.blog/knowledge-project-podcast/outliers-andy-grove/ (05:02 ) PART 1: Hungarian Beginnings(06:48) German Occupation(09:27) Soviet Liberation(11:01) End of the War(12:35) Leaving Hungary (14:10) PART 2: In America(16:50) Origin of Silicon Valley(20:04) Fairchild (22:54) PART 3: Building Intel(25:15) Becoming a Manager(29:39) Intel's Make-or-Break Moment(31:35) Quality Control Obsession(34:41) Orchestrating Brilliance(37:49) The Microprocessor Revolution and Intel's Growth(40:32) Intel's Growth and the Microma Lesson(30:51) The Grove Influence(47:00) The Birth of Intel Culture(49:42) The Fruits of Transformation(50:43) The Test Ahead (53:07) PART 4: Inflection Points(55:23) The Valley of Death(58:26) The IBM Lesson(01:01:18) CASSANDRA's: The Value of Middle Management(01:04:09) Executing a Painful Pivot (01:08:25) Reflections, afterthoughts, and lessons Thanks to our sponsors for supporting this episode: MOMENTOUS: Head to livemomentous.com and use code KNOWLEDGEPROJECT for 35% off your first subscription. NOTION MAIL: Get Notion Mail for free right now at notion.com/knowledgeproject Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: fs.blog/membership and get your own private feed. Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices
Most people protect their identity. Andy Grove would rewrite his, again and again. He started as a refugee, became a chemist, turned himself into an engineer, then a manager, and finally the CEO who built Intel into a global powerhouse. He didn't cling to credentials or titles. When a challenge came up, he didn't delegate, he learned. This episode explores the radical adaptability that made Grove different. While his peers obsessed over innovation, he focused on something far more enduring: the systems, structures, and people needed to scale that innovation. Grove understood that as complexity rises, technical brilliance fades and coordination becomes king. You'll learn how he redefined leadership, why he saw management as a creative act, and what most founders still get wrong about building great companies. If you're serious about getting better—at work, at thinking, at leading—this is the episode you'll be glad you didn't miss. This episode is for informational purposes only and most of the research came from The Life and Times of an American by Richard S. Tedlow, Only the Paranoid Survive by Andy Grove, and Tom Wolfe's profile of Robert Noyce available here. Check out highlights from these books in our repository, and find key lessons from Grove here — https://fs.blog/knowledge-project-podcast/outliers-andy-grove/ (05:02 ) PART 1: Hungarian Beginnings(06:48) German Occupation(09:27) Soviet Liberation(11:01) End of the War(12:35) Leaving Hungary (14:10) PART 2: In America(16:50) Origin of Silicon Valley(20:04) Fairchild (22:54) PART 3: Building Intel(25:15) Becoming a Manager(29:39) Intel's Make-or-Break Moment(31:35) Quality Control Obsession(34:41) Orchestrating Brilliance(37:49) The Microprocessor Revolution and Intel's Growth(40:32) Intel's Growth and the Microma Lesson(30:51) The Grove Influence(47:00) The Birth of Intel Culture(49:42) The Fruits of Transformation(50:43) The Test Ahead (53:07) PART 4: Inflection Points(55:23) The Valley of Death(58:26) The IBM Lesson(01:01:18) CASSANDRA's: The Value of Middle Management(01:04:09) Executing a Painful Pivot (01:08:25) Reflections, afterthoughts, and lessons Thanks to our sponsors for supporting this episode: MOMENTOUS: Head to livemomentous.com and use code KNOWLEDGEPROJECT for 35% off your first subscription. NOTION MAIL: Get Notion Mail for free right now at notion.com/knowledgeproject Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: fs.blog/membership and get your own private feed. Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode, Steve Fretzin and John Morgan discuss:Business growth and scaling strategiesImportance of partnerships and accountabilityTechnological innovation in professional servicesEntrepreneurial mindset and vision Key Takeaways:Successful businesses balance proactive growth (“catching fish”) with strong operations (“cooking fish”) for sustained efficiency.Clear, data-driven systems with dashboards and accountability can transform culture and boost individual and team performance.AI adoption should be cautious, tested, and iterative, with room for learning from early-stage mistakes.Long-term resilience requires financial reserves, backup strategies, and readiness for unpredictable “Black Swan” events. "What 'Only the Paranoid Survive' means is: be aware. Do [not just walk] down the street with blinders on and not see it coming, because it can come from anywhere. A problem can come from anywhere, and so you just have to be prepared." — John Morgan Unlock the secrets of the industry's top rainmakers with Be That Lawyer: 101 Top Rainmakers' Secrets to Growing a Successful Law Practice. Grab your ultimate guide to building a thriving law firm now on Amazon: https://www.amazon.com/dp/B0F78HXJHT Thank you to our Sponsors!Rankings.io: https://rankings.io/Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/ Episode References: The Black Swan by Nassim Nicholas Taleb: https://www.amazon.com/Black-Swan-Improbable-Robustness-Fragility/dp/081297381X About John Morgan: John Morgan moved to Central Florida as a teen and was forever changed when his brother Tim was paralyzed while working at Disney and mistreated by both the company and legal system, inspiring him to fight for the powerless and seek justice against big corporations. He earned his law degree from the University of Florida in 1983 and, with his wife Ultima, founded Morgan & Morgan in 1988; over 34 years, it became the nation's largest injury law firm, recovering over $13 billion for 300,000+ clients. John authored two books — You Can't Teach Hungry and You Can't Teach Vision — reflecting the principles behind his success, and he's also a political advocate and philanthropist supporting marijuana reform, minimum wage increases, and aid for abuse survivors and the hungry. Connect with John Morgan: Website: https://www.forthepeople.com/Email: jmorgan@forthepeople.comLinkedIn: https://www.linkedin.com/in/johnmorganesq/Twitter: https://x.com/johnmorganesqFacebook: https://www.facebook.com/JohnMorganESQ Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911 Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.
Drew Houston is the co-founder and CEO of Dropbox. Under his leadership, Dropbox has grown from a simple idea to a service used by over 700 million registered users globally, with a valuation exceeding $9 billion. Drew has led Dropbox through multiple phases, from explosive viral growth, to battling all the tech giants at once, to reinventing the company for the future of work. In our conversation, he opens up about:• The three eras of Dropbox's growth and evolution• The challenges he's faced over the past 18 years• What he learned about himself• How he's been able to manage his psychology as a founder• The importance of maintaining your learning curve• Finding purpose beyond metrics and growth• The micro, macro, and meta aspects of building companies• Much more—Brought to you by:• Paragon—Ship every SaaS integration your customers want• Explo—Embed customer-facing analytics in your product• Vanta—Automate compliance. Simplify security—Find the transcript at: https://www.lennysnewsletter.com/p/behind-the-founder-drew-houston-dropbox—Where to find Drew Houston:• X: https://x.com/drewhouston• LinkedIn: https://www.linkedin.com/in/drewhouston/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Drew and Dropbox(04:44) The three eras of Dropbox(07:53) The first era: Viral growth and early success(14:19) The second era: Challenges and competition(20:49) Strategic shifts and refocusing(29:36) Personal reflections and leadership lessons(40:19) Unlocking mindfulness and building support systems(43:14) The Enneagram test(50:35) The challenges of being a founder CEO(58:11) The third era: Rebooting the team and core business(01:22:41) Lessons and advice for aspiring founders(01:27:46) Balancing personal and professional growth(01:42:38) Final reflections and future outlook—Referenced:• Dropbox: https://www.dropbox.com/• Y Combinator: https://www.ycombinator.com/• Paul Graham's website: https://www.paulgraham.com/• Hacker News: https://news.ycombinator.com/• Arash Ferdowsi on LinkedIn: https://www.linkedin.com/in/arashferdowsi/• Sequoia Capital: https://www.sequoiacap.com/• Pejman Nozad on LinkedIn: https://www.linkedin.com/in/pejman/• Mike Moritz on LinkedIn: https://www.linkedin.com/in/michaelmoritz/• TechCrunch Disrupt: https://techcrunch.com/events/tc-disrupt-2024/• Dropbox viral demo: https://youtu.be/7QmCUDHpNzE• Digg: https://digg.com/• Reddit: https://www.reddit.com/• Hadi and Ali Partovi: https://www.partovi.org/• Zynga: https://www.zynga.com/• Steve Jobs announces Apple's iCloud: https://www.youtube.com/watch?v=ilnfUa_-Rbc• Dropbox Carousel: https://en.wikipedia.org/wiki/Dropbox_Carousel• Dropbox Is Buying Mega-Hyped Email Startup Mailbox: https://www.businessinsider.com/dropbox-is-buying-mega-hyped-email-startup-mailbox-2013-3• 5 essential questions to craft a winning strategy | Roger Martin (author, advisor, speaker): https://www.lennysnewsletter.com/p/the-ultimate-guide-to-strategy-roger-martin• Intel: https://www.intel.com/• Gordon Moore: https://en.wikipedia.org/wiki/Gordon_Moore• Netscape: https://en.wikipedia.org/wiki/Netscape• Myspace: https://en.wikipedia.org/wiki/Myspace• Bill Campbell: https://en.wikipedia.org/wiki/Bill_Campbell_(business_executive)• Enneagram type descriptions: https://www.enneagraminstitute.com/type-descriptions/• The Myers-Briggs Type Indicator: https://www.themyersbriggs.com/en-US/Products-and-Services/Myers-Briggs• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• Ben Horowitz on X: https://x.com/bhorowitz• Why Read Peter Drucker?: https://hbr.org/2009/11/why-read-peter-drucker• GitLab: https://about.gitlab.com/• Automattic: https://automattic.com/• Dropbox Dash: https://www.dash.dropbox.com/• Welcome Command E to Dropbox: https://blog.dropbox.com/topics/company/welcome-command-e-to-dropbox-• StarCraft: https://en.wikipedia.org/wiki/StarCraft_(video_game)• Procter & Gamble and the Beauty of Small Wins: https://hbr.org/2009/10/the-beauty-of-small-wins• Teaching Smart People How to Learn: https://hbr.org/1991/05/teaching-smart-people-how-to-learn—Recommended books:• Guerrilla Marketing: Easy and Inexpensive Strategies for Making Big Profits from Your Small Business: https://www.amazon.com/Guerilla-Marketing-Inexpensive-Strategies-Business/dp/0618785914• Playing to Win: How Strategy Really Works: https://www.amazon.com/Playing-Win-Strategy-Really-Works/dp/142218739X• High Output Management: https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884/• Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company: https://www.amazon.com/Only-Paranoid-Survive-Exploit-Challenge/dp/0385483821• Zone to Win: Organizing to Compete in an Age of Disruption: https://www.amazon.com/Zone-Win-Organizing-Compete-Disruption/dp/1682302113• Warren Buffett's books: https://www.amazon.com/warren-buffett-Books/s?k=warren+buffett&rh=n%3A283155• Poor Charlie's Almanack: The Essential Wit and Wisdom of Charles T. Munger: https://www.amazon.com/Poor-Charlies-Almanack-Essential-Charles/dp/1953953239• Invent and Wander: The Collected Writings of Jeff Bezos: https://www.amazon.com/Invent-Wander-Collected-Writings-Introduction/dp/1647820715/• The 15 Commitments of Conscious Leadership: A New Paradigm for Sustainable: https://www.amazon.com/15-Commitments-Conscious-Leadership-Sustainable-ebook/dp/B00R3MHWUE—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Holy Sh**! Pat Gelsinger announced his "retirement" leaving a rudderless Intel without a captain. How did Intel get here? Some of the cultural problems may be deep in the DNA. Bryan and Adam have some ideas for what happens next, and who might be the next CEO.In addition to Bryan Cantrill and Adam Leventhal, speakers included Ian Grunert.Some of the topics we hit on, in the order that we hit them:Intel announces the retirement of Pat GelsingerAndy Jassy/Pat Gelsinger re:Invent 2018 premises/premise supercutAcquired: Adapting Episode 3: IntelCHM: Pat Gelsinger Oral HistoryWins Above Replacement (WAR)Only the Paranoid Survive by Andy GroveLarrabeeCannon LakeOxF: RIP OptaneXsight's X2NervanaIntel GaudiSpring HillInvest Like the Best: Redefining Semi-conductor ProgressIf we got something wrong or missed something, please file a PR! Our next show will likely be on Monday at 5p Pacific Time on our Discord server; stay tuned to our Mastodon feeds for details, or subscribe to this calendar. We'd love to have you join us, as we always love to hear from new speakers!
How do you transform a brand into a household name, especially when that brand has a lot of regulatory restrictions? Steven Kalifowitz is doing just that right now with @CryptoComOfficial . When he came on board as the Crypto.com CMO in 2020, he brought years of experience as an Emmy-winning production manager for HBO and lessons from being a Director of Brand Strategy for Twitter. Along with discussing his strategy for transforming Crypto.com into a household name, Steven and Tim also discussed: 00:00 Intro 01:29 Managing million-dollar marketing budgets 05:58 The importance of continued awareness for established brands 13:05 Understanding and nurturing casual vs heavy customers 19:02 Buying the Crypto.com name 21:24 Becoming CMO of Crypto.com 24:58 Are brand strategy blueprints necessary? 34:44 Marketing a brand vs a commodity 53:57 Using live sports as a marketing tool 56:29 Are competitor pages useful? 58:56 How the Crypto.com marketing team is structured 1:05:42 What does Steven do as CMO of Crypto.com? 1:10:43 Leadership and management skills 1:18:48 Advertising at the Sphere and getting around advertising restrictions 1:26:35 Sports partnerships 1:33:45 Celebrity brand films 1:41:54 Are NFTs dead? 1:45:53 Outro We hope you enjoyed this episode of Ahrefs Podcast! As always, be sure to like and subscribe (and tell a friend). Where to find Steven: LinkedIn: https://www.linkedin.com/in/skalifowitz/ X: @skalifowitz Where to find Tim: LinkedIn: https://www.linkedin.com/in/timsoulo/ X: @timsoulo Website: https://www.timsoulo.com/ _________________________________________________ Referenced in this episode: Byron Sharp - How Brands Grow: https://brandgenetics.com/human-thinking/how-brands-grow-speed-summary/ CPG/FMCG: https://cdp.com/glossary/cpg-marketing/ https://www.investopedia.com/terms/f/fastmoving-consumer-goods-fmcg.asp Fortune Favors the Brave ft. Matt Damon: https://youtu.be/9hBC5TVdYT8?si=qrj6nOB-VDY1yY5W David Oglivy: https://en.wikipedia.org/wiki/David_Ogilvy_(businessman) Andy Gove - High Output Management: https://en.wikipedia.org/wiki/High_Output_Management Patrick Lencioni - Five Dysfunctions of a Team: https://www.tablegroup.com/topics-and-resources/teamwork-5-dysfunctions/ Dale Carnegie - How to Win Friends and Influence People: https://en.wikipedia.org/wiki/How_to_Win_Friends_and_Influence_People Andy Gove - Only the Paranoid Survive: https://www.goodreads.com/book/show/66863.Only_the_Paranoid_Survive Inevitable ft. Eminem: https://x.com/Eminem/status/1783859123614052845 The Moment of Truth ft. Lebron James: https://youtu.be/xynQFsPBE3w?si=5Xxr_Q3qacsR6BpV
In this episode, Matt Odell discusses how open-source Bitcoin development is funded through initiatives like OpenSats, the significance of ignoring Satoshi's identity, and why Nostr, Cashu, and Fedi are critical for Bitcoin's future. He also shares insights on building Bitcoin Park, a community hub, and reveals one of his pet peeves in the Bitcoin space. IN THIS EPISODE YOU'LL LEARN: 00:00 - Intro 03:04 - Why it's essential to ignore the mystery behind Satoshi's identity. 08:26 - What OpenSats is and how it supports open-source Bitcoin development. 08:49 - Insights into building Bitcoin Park, a community space for Bitcoin enthusiasts. 18:38 - The importance of Nostr for Bitcoin communications. 27:26 - How Cashu and Fedi are advancing Bitcoin payments. 32:44 - Why Matt Odell is frustrated by price predictions in the Bitcoin space. 37:46 - Lessons Matt has learned from spending time around Jack Dorsey. Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences. BOOKS AND RESOURCES Odell's Nostr. Odell's Website. OpenSats Website. Book recommendation: Only the Paranoid Survive by Andrew Grove. Check out all the books mentioned and discussed in our podcast episodes here. Enjoy ad-free episodes when you subscribe to our Premium Feed. NEW TO THE SHOW? Join the exclusive TIP Mastermind Community to engage in meaningful stock investing discussions with Stig, Clay, Kyle, and the other community members. Follow our official social media accounts: X (Twitter) | LinkedIn | | Instagram | Facebook | TikTok. Check out our Bitcoin Fundamentals Starter Packs. Browse through all our episodes (complete with transcripts) here. Try our tool for picking stock winners and managing our portfolios: TIP Finance Tool. Enjoy exclusive perks from our favorite Apps and Services. Stay up-to-date on financial markets and investing strategies through our daily newsletter, We Study Markets. Learn how to better start, manage, and grow your business with the best business podcasts. SPONSORS Support our free podcast by supporting our sponsors: River 7-Eleven Toyota Connect Invest Public TastyTrade Fundrise Shopify American Express The Bitcoin Way ReMarkable Sound Advisory Facet SimpleMining Bluehost Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm
Only The Paranoid Survive by Andrew Grove
Welcome to The Game Changing Attorney Podcast's exclusive "Road to the Summit" mini-series! As we count down to the 2024 Game Changers Summit — the #1 Law Firm Growth Conference on Earth — we're bringing you the most impactful conversations from past events and episodes featuring the powerhouse speakers you'll see this year. In this electrifying conversation, we're diving into the mindset, strategies, and lessons from none other than John Morgan — a true legal titan and one of the most successful attorneys in the world. From building the largest personal injury firm in America to redefining legal marketing, John shares how he scaled his empire with grit, vision, and relentless ambition. Here's what you'll learn: How John's “teacup” strategy helped him dominate new markets and scale nationally Why recognizing the role of luck can shape your success The key to long-term growth through relationships and integrity If you're ready to get fired up and take your firm to the next level, this episode is packed with insights you won't want to miss. The Road to the Summit starts here! ---- Show Notes: 00:00 – Introduction 02:00 – The Role of Luck in John Morgan's Success 05:26 – A Life-Changing Case: Financial Independence from a Paraplegic Case 07:28 – How John Morgan Defines Success 08:43 – Facing Animosity and Competition in the Legal Market 11:22 – The Importance of Giving Without Expectation 19:33 – Knowing Yourself: Self-Examination for Success 27:30 – Final Thoughts and Takeaways ---- Links & Resources You Can't Teach Hungry: Creating the Multimillion Dollar Law Firm by John Morgan Titan: The Life of John D. Rockefeller, Sr. by Ron Chernow Litify Give and Take by Adam Grant Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove You Can't Teach Vision: The Twenty-First Century Law Firm by John Morgan The Second Half of Life by Angeles Arrien ---- Listening to this episode but want to watch it? Check it out on Spotify. Do you love this podcast and want to see more game changing content? Subscribe to our YouTube channel. ---- Past guests on The Game Changing Attorney Podcast include David Goggins, John Morgan, Alex Hormozi, Randi McGinn, Kim Scott, Chris Voss, Kevin O'Leary, Laura Wasser, John Maxwell, Mark Lanier, Robert Greene, and many more. ---- If you enjoyed this episode, you may also like: 289 John Morgan – Grow or Die: The Mindset of a Champion 269 Jan Dils – Leading the Largest Female-Founded Law Firm in America 290 AMMA – The Realities of Starting a Law Firm
Guest Introduction With a wealth of experience spanning over three decades, Abe Chomali has witnessed the evolution of sales and marketing firsthand. From his beginnings in 1991 to navigating the digital landscape of the internet and the rise of Amazon, Abe has remained at the forefront of innovation. Today, he is dedicated to helping sellers maximize their presence on Amazon through strategic PPC and SEO management. As the founder of XP Strategy, Abe brings unparalleled expertise, having driven over $1 Billion in sales for both himself and his clients. Highlight Bullets> Here's a glimpse of what you would learn…. Future predictions for Amazon sellersUnderstanding costs and adapting to changes in the Amazon landscapeImportance of prioritizing top-selling products for growthStrategies for improving sales and listings on AmazonChallenges and opportunities for Amazon sellersVariability in PPC strategies and their impact on organic rankingTracking competitors' organic ranking and advertising keywordsEffective PPC strategies and key metrics for sellersVariability in conversion rates and click-through rates for different productsStrategies for scaling to eight figures and beyond in e-commerceIn this episode of the Ecomm Breakthrough podcast, host Josh Hadley engages with Abe Chomali, founder of XP Strategy, in a deep dive into the intricacies of PPC and SEO for Amazon sellers. They discuss the unpredictability of Amazon's system and the importance of flexibility in strategy. Chomali emphasizes the use of analytical tools for tracking changes and competitor strategies, and the significance of metrics like TACoS and conversion rates. The conversation also covers the necessity of continual product launches and adaptation to market changes for scaling businesses. Chomali's expertise shines as he offers actionable advice and a complimentary strategy session, showcasing his commitment to helping businesses thrive on Amazon.Here are the 3 action items that Josh identified from this episode:Action item #1: Prioritize new product launchesAction item #2: Adopt a flexible approach to PPC strategiesAction item #3: Focus on high-performing areas to drive business growth.Resources mentioned in this episode:Josh Hadley on LinkedIneComm Breakthrough ConsultingeComm Breakthrough PodcastEmail Josh Hadley: Josh@eCommBreakthrough.comAbe's Chomali LinkedIn | Facebook | Instagram XP StrategySpecial Mention(s):Adam “Heist” Runquist on LinkedInKevin King on LinkedInMichael E. Gerber on LinkedInData DiveHelium10Amazon Search Query ReportClickUpThe ONE Thing: The Surprisingly Simple Truth About Extraordinary Results by Gary Keller and Jay Papasan Discipline Equals Freedom by Jocko WillinkOnly the Paranoid Survive by Andrew S. GroveBillion Dollar Seller SummitRelated Episode(s):“Cracking the Amazon Code: Learn From Adam Heist's Brand Scaling Secrets” on the eComm Breakthrough Podcast“Kevin King's Wicked-Smart Tips for Building an Audience of Raving Fans” on the eComm Breakthrough Podcast“Unlocking Entrepreneurial Greatness | Insider Secrets With E-myth Author Michael Gerber” on the eComm Breakthrough PodcastEpisode SponsorThis episode is brought to you by eComm Breakthrough Consulting where I help seven-figure e-commerce owners grow to eight figures. I started my business in 2015 and grew it to an eight-figure brand in seven years.I made mistakes along the way that made the path to eight figures longer. At times I doubted whether our business could even survive and become a real brand. I wish I would have had a guide to help me grow faster and avoid the stumbling blocks.If you've hit a plateau and want to know the next steps to take your business to the next level, then email me at josh@ecommbreakthrough.com and in your subject line say “strategy audit” for the chance to win a $10,000 comprehensive business strategy audit at no cost!Transcript AreaJosh (00:00:00) - Welcome to the Ecomm Breakthrough podcast. I'm your host, Josh Hadley, where I interview the top business leaders in e-commerce. Past guests include Kevin King, Michael Gerber, author of The E-myth, and Matt Clark from ASM. Today I am speaking with AbeKamali of Exp strategy, and we are going to be talking a lot about the painful story where he learned exactly how ad auctions worked, and then we're also going to be getting his predictions of how only the strong are going to survive in the new game of Amazon over the next 12 to 18...
Cash and Jordan explore the nuances of entrepreneurship and managing anxiety. Cash draws on a personal analogy to illustrate the fine line between healthy vigilance and excessive worry. This concept is particularly relevant in the business world, where a certain level of anxiety can be a catalyst for astute decision-making, yet too much can impede one's quality of life. Cash shares insights on how growing experience and competence can naturally alleviate anxiety, shifting the focus towards using it as a driving force for tackling more complex and significant challenges. Resources: Create a free student account and start learning from The Millionaire Hairstylist: www.MillionaireHairstylistPodcast.com Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company Show Notes: [0:00] Introduction [0:55] Welcome back to The Millionaire Hairstylist with your host, Jordan Drake, and Cash Lawless [1:15] Today's Topic: Entrepreneurship and Anxiety! [5:30] Managing business and personal life [8:30] Want to further your financial education? You can do so for free: www.MillionaireHairstylistPodcast.com [9:15] “Complacency breeds failure. Only the paranoid survive.” -A.G [13:30] Adapting business strategies in response to anxiety [17:30] Transition from operational to strategic anxieties [18:40] “I believe luck is preparation meeting opportunity. If you hadn't been prepared for when the opportunity came along, you wouldn't have been lucky.” -O.W [24:00] Reflections on personal growth and anxiety management Connect with Us: Instagram - The Millionaire Hairstylist - Cash Lawless - Jordan Drake Email - hello@themillionairehairstylist.com
Richard Rumelt is a legend in the world of strategy. He's the author of Good Strategy/Bad Strategy and The Crux: How Leaders Become Strategists, both of which are often recommended by guests on this podcast. From his early days teaching in Iran at a Harvard-sponsored business school to teaching at Harvard Business School itself to over four decades teaching at UCLA's Anderson School of Management, Richard's impact resonates globally. His strategic insights are sought after by major corporations including Microsoft, Shell, Apple, AT&T, Intel, and Commonwealth Bank and by governmental organizations such as the U.S. Army Special Operations Command. In this episode, we discuss:• The essential components of a good strategy• The importance of coherence in strategy• Common pitfalls that create a bad strategy• How “power” plays into strategy, and common sources of power• The value of knowing history when developing effective strategies• Why a strategy should simply be called an “action agenda”• The need for one decider in an organization—Brought to you by:• CommandBar—AI-powered user assistance for modern products and impatient users• Miro—A collaborative visual platform where your best work comes to life• Vanta—Automate compliance. Simplify security.—Find the full transcript at: https://www.lennyspodcast.com/good-strategy-bad-strategy-richard-rumelt/—Where to find Richard Rumelt:• Email: richard@generalimagination.com• LinkedIn: https://www.linkedin.com/in/richard-rumelt-18520828/• Website: https://thecruxbook.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Richard's background(04:29) What is a strategy?(06:23) The essential components of a good strategy (the “kernel”)(15:04) An example of good strategy(16:55) Bad strategy(25:17) The importance of focus and power(28:19) Identifying and utilizing power(34:38) Types of power(41:13) Implementing power(48:15) The importance of historical knowledge(55:23) How to write an action agenda(01:02:47) The crux(01:10:40) Challenges to executing a strategy(01:15:44) The need for a decider(01:20:39) Strategy for startups(01:26:04) Richard's “value denials” exercise(01:31:01) Closing thoughts(01:33:57) Lightning round—Referenced:• China's Xi says ‘reunification' with Taiwan is inevitable: https://www.cnbc.com/2023/12/31/chinas-xi-says-reunification-with-taiwan-is-inevitable.html• The Crux: How Leaders Become Strategists: https://www.amazon.com/Crux-How-Leaders-Become-Strategists/dp/1541701240• Good Strategy/Bad Strategy: The Difference and Why It Matters: https://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239• Fundamental Issues in Strategy: A Research Agenda: https://www.amazon.com/Fundamental-Issues-Strategy-Research-Agenda/dp/0875843433/• Strategy, Structure, and Economic Performance: https://www.amazon.com/Strategy-Structure-Economic-Performance-Richard/dp/0875841090• There's more than the CIA and FBI: The 17 agencies that make up the U.S. intelligence community: https://www.latimes.com/nation/la-na-17-intelligence-agencies-20170112-story.html• Programme for International Student Assessment: https://www.oecd.org/pisa/• Gerstner: Changing Culture at IBM—Lou Gerstner Discusses Changing the Culture at IBM: https://hbswk.hbs.edu/archive/gerstner-changing-culture-at-ibm-lou-gerstner-discusses-changing-the-culture-at-ibm• Marvin Lieberman on LinkedIn: https://www.linkedin.com/in/marvin-lieberman-2a6b72/• S&P 500: https://www.spglobal.com/spdji/en/indices/equity/sp-500/#overview• Battle of Tora Bora: https://en.wikipedia.org/wiki/Battle_of_Tora_Bora• Milton Friedman: https://en.wikipedia.org/wiki/Milton_Friedman• The Louvre: https://www.louvre.fr/en• How does SpaceX build its Falcon 9 reusable rocket?: https://www.sciencefocus.com/space/how-does-spacex-build-its-falcon-9-reusable-rocket• Charles Darwin: History's most famous biologist: https://www.nhm.ac.uk/discover/charles-darwin-most-famous-biologist.html• Donald Rumsfeld: https://www.defense.gov/About/Biographies/Biography/Article/602800/• Bush: The Decider-in-Chief: https://www.cbsnews.com/news/bush-the-decider-in-chief/• Woodrow Wilson: https://www.whitehouse.gov/about-the-white-house/presidents/woodrow-wilson/• How the Sinking of Lusitania Changed World War I: https://www.history.com/news/how-the-sinking-of-lusitania-changed-wwi• Nokia: https://www.nokia.com/• The Rise and Fall of Nokia: https://www.hbs.edu/faculty/Pages/item.aspx?num=46041• Salesforce: https://www.salesforce.com/• These New Windows Let the Summer Breeze In, But Block the Street Noise: https://www.smithsonianmag.com/smart-news/these-new-windows-let-the-summer-breeze-in-but-block-the-street-noise-7906121/• Stop it! (Bob Newhart): https://www.youtube.com/watch?v=jvujypVVBAY• The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business: https://www.amazon.com/Innovators-Dilemma-Revolutionary-Change-Business/dp/0062060244• Playing to Win: How Strategy Really Works: https://www.amazon.com/Playing-Win-Strategy-Really-Works/dp/142218739X• Steve Jobs: https://www.amazon.com/Steve-Jobs-Walter-Isaacson/dp/1982176865• Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company: https://www.amazon.com/Only-Paranoid-Survive-Exploit-Challenge/dp/0385483821• Titan: The Life of John D. Rockefeller, Sr.: https://www.amazon.com/Titan-Life-John-Rockefeller-Sr/dp/1400077303/• Yellowstone on Paramount+: https://www.paramountnetwork.com/shows/yellowstone• Smart telescopes: https://milehighastro.com/collections/smart-telescopes• Cassandra Clare: https://cassandraclare.com/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Shownotes and Transcript The question 'who is indigenous' comes up a lot while discussing demographics and immigration. And no country has this been asked more than Israel. Brian of London joins us to discuss a Twitter/X post and article titled "Israel Palestine: Who's Indigenous?". For some reason this question is contentious. Brian breaks it down (according to anthropologist Jose R Martin-Cobo) under a series of headings of Land, Culture, Common Ancestry, Language, Religion and Blood. Basically we are looking at a historic continuity. Brian uses these headings to look at whether it is the Jews or the Palestinians that fit this indigenous definition Brian of London completed a PhD in Computational Fluid Dynamics just as the Web was emerging. But then he left academia to do management consulting and eventually moved to Israel to do business. Brian's working on the cutting edge of the new Podcasting 2.0 to make sure this relic of the early web, stays free from capture by the centralising forces of Web 2.0 and their dangerous desire to turn us all into dairy cows. Brian was also the admin on Tommy Robinson's Facebook account that had over a million followers before it was nuked! In his spare time, he assists with a gigantic class action lawsuit in Australia on behalf of the entire crypto industry. Interview recorded 2.1.24 Connect with Brian... X https://x.com/brianoflondon?s=20 Connect with Hearts of Oak... WEBSITE https://heartsofoak.org/ PODCASTS https://heartsofoak.podbean.com/ SOCIAL MEDIA https://heartsofoak.org/connect/ Support Hearts of Oak by purchasing one of our fancy T-Shirts.... SHOP https://heartsofoak.org/shop/ *Special thanks to Bosch Fawstin for recording our intro/outro on this podcast. Check out his art https://theboschfawstinstore.blogspot.com/ and follow him on GETTR https://gettr.com/user/BoschFawstin and on X https://twitter.com/TheBoschFawstin?s=20 Transcript (Hearts of Oak) And it's wonderful to have Brian of London join us once again. Brian, thanks so much for your time today. (Brian of London) Well, thank you very much for having me on. Not at all. There's lots to discuss in your neck of the woods, as they would say in the Brits, in your part of the world. And obviously we have had, we have a Tera Dahl who was just back from Israel. She'd been there three, four weeks for Real America's Voice reporting. We had Bridget Gabriel on actually discussing. But I think we want to go on a slightly different tact, and it was one of your tweets looking at, and I think part of it was from another article, Israel-Palestine, who's indigenous? and I've always had a very firm understanding because of biblical history and where I come at this from a Christian but even there's confusion amongst parts of the Christian world and community but that may mess this conversation up even more. But let's, Israel-Palestine, who's indigenous? Maybe tell us why this was of interest to you, and then we can go with some of the categories and how you define this term indigenous. Yeah, and I just realized I've got my window open. So if you're hearing background noise, tell me, otherwise I'll leave it open. I'm in my bomb shelter, which everyone should know. And fortunately, we actually haven't been in it for about 10 days now and the last major barrage of rockets was just to the south of us on midnight on new year's eve obviously they did the fireworks for us and that. We we had our Muslim mayor, Sadiq Kahn do the fireworks for us as well in London but it was different firework. Different and the thing with that was actually it was, they fired them. They always fire them at exactly on the hour. In fact, there's a joke that the guy controlling the missiles, his name is Abu Dekar. Dekar means on the minute. So we say, oh, Abu Dekar is firing again. Because they fire at exactly 12, so then the alarm goes at sort of 12.01, and the missiles arrive at sort of 12.01 or 12.02. Anyway, I didn't hear an alarm because it was south of me. I just heard the booms when we intercepted. But yeah, I'm in my bomb shelter. But what I sent you, I sent you an article which actually was published in 2014 by a friend of mine. And I helped get this published because Israeli Cool, the blog that it's on, the guy who runs that and me both found this guy who is a Métis Canadian indigenous person. Or they call them First Nations in Canada. That's the politically correct term. He doesn't mind being called an Indian. He's quite happy with that or whatever terminology, but he's Métis, which is a tribe that its original area was sort of somewhere in Canada. But he put out this article in a very obscure kind of place, and I just grabbed it and I said to him, can you just say all of this stuff again for the Israeli audience? And that's what we did. And because he has studied properly the way the UN came to regard what an indigenous person was. Because indigenous means something completely different from people than it does for plants and animals. Plants and animals are indigenous when they've been in the same place for thousands or millions of years. But people is a totally different beast. We have moved around the world ever since we were people. Vast migrations out of Africa. The term indigenous just doesn't mean anything. It doesn't mean the same thing for a person as it does for a plant. The kind of way that this is seen in the academic literature, and remember, this is infused with leftism, so we're picking and choosing here a little bit. And this guy, Jose Martinez Cobo, he came up with this definition. And this has stuck. And this really is the way the entire field looks at indigenous. And I'll just read or direct from the summary of his work what these rules are. Self-identification as indigenous peoples at the individual level and acceptance as a member by the community. Okay, so you have to actually feel that you're indigenous, okay? Historical continuity with pre-colonial and or pre-settler societies, okay? I'll read them off and then we'll sort of go through them and what they mean for Jews and Israel and what they mean for Palestinians, for example, and then we can sort of look at this in relation to Brits and Irish people and, you know, English, Welsh, Scottish, and, strong link to territories and surrounding natural resources, distinct social, economic, or political systems, distinct language, culture, and knowledge. I'm going to skip one, and then I'm going to say resolve to maintain and reproduce ancestral environments and systems as distinctive peoples and communities. Okay, this is anthropology language. But the basics are, and my friend summarizes them like this, land, language, culture, spirituality, and the last one is blood. And we'll get back to that because that's actually that's the one that's just the least important actually for Jews, especially for Jews. So Jews self-identify this is obvious it's like, we've been three and a half thousand years or so I mean the the numbers claim there's a book to my right, if you go full screen there's a book the atlas of Jewish history just behind me. And in that, this one here, the Atlas of Judaism, okay, we can go back to. If you go back to that, if you start looking for dates, Abraham kind of is dated at about 4,000 years ago, to 2,000 BC. He walked from Mesopotamia all the way down across the Middle East, Iran, Iraq. It's mixed up because none of those are real. Well, Iran and Persia became real soon, you know, later. Basically, none of it is what is there today. And he walked across that. And then he walked down through Israel. And he walked on a road that we have in Israel today called Highway 40. It's the road that runs down the backbone of what we call Judea-Samaria, what the Jordanians renamed the West Bank, that road follows the path that Abraham took and is described in the bible as the path that Abraham took and when you when you drive quickly down that road today you see the road signs in the order in which they appear in the bible. It's as real as that and that is 30 or 40 kilometres that way I'm pointing off to the east, the sea is that way that's my west, this stuff is real. Now, whether you believe the story of Abraham was real or not to the Jewish people, it is foundational. It is our ethnogenesis. It's the start of what led to being Jewish, but that's really. But I just want, actually, when you say it, it depends what you believe is real or or not, the level of documentation to actually prove that actually the Old Testament story and New Testament story is more documented than nearly any other historical event. And yet the world believes parts of history, but you've got this mountain of evidence and they say, oh no, that's just fables. So when you say, if you want to believe it or not, actually, it's there staring you in the face that there is no more evidence for the biblical events than there is for anything else in the world. Correct. And it's even more than the biblical events. It's that the book that was woven around it, the Hebrew Bible, it was something that Jews preserved through an enormous act of preservation that I don't think has a parallel in the world. Okay. The Torah, as we call it, the way it is passed down is we write it out by hand. And the people who write the Torah, they write it without making a mistake. And if they make a mistake, they throw it away and start again. And there's no tippex and there's no scratching it out and there's no backspace key. This is and this document is so unbelievably well preserved that when you dig up the dead sea scrolls that were that were, you know in the caves of Qumran for three thousand years or two and a half thousand years when you dig those up, actually I don't know they might be a bit more modern than that but when you dig them up I can go and look at them and my Hebrew is not great but I can read the words. Biblical Hebrew is different from modern Hebrew, but I recognize the words. And if I open a modern Torah, they are the same. The transcription errors down the Torah is… We have this record. Abraham ends up in Hebron. He buys a cave to bury his wife in. That purchase of the cave in Hebron again. It doesn't matter whether you believe it happened exactly. That purchase forms the basis of our property rights in the modern world. That purchase of a cave is the oldest recorded land transaction that follows the modern form of transactions, offer, consideration, acceptance. Our whole edifice of modern contract law is built around that cave purchase. And that's part of Judaism. Judaism, then, of course, and I'm no biblical scholar, but Joseph goes to Egypt, the children of Israel become numerous, they leave Egypt in a hurry, which is also a story of the emancipation of slavery. Again, Jews led the way in that. What's interesting about our civilization today is not that we had slavery. It's not that the Americans had slavery. It's that it was abolished, and Jews abolished slavery within their own systems a millennia before. What's interesting about the West is not having had slavery. What's interesting is having got rid of slavery. I'll put forward that that's a Jewish. You get that because eventually, and it took the South Africans a lot longer than anyone else to realize this, but when you read the Bible and you read all men are created in the image of God, you just have to get rid of slavery. It doesn't work. Again, a Jewish thing. All of these stories, and then the Jews come back to Israel, and yes, there's wars and stuff, and there's Canaanites and Philistines and battles and Jericho, and the walls come tumbling down. All of these phrases I can just throw at you. The majority of a reasonably educated Western populace, they just understand those cultural references in a way. I don't need to explain Jericho. You know, I don't need to explain a lot of this stuff. David and Goliath, that's David the Jew versus Philistine Goliath. It happened actually near Gaza. Well, in the hills, sort of inland from there. But Samson, Samson and Delilah, that story is in Gaza. All of these foundational stories for Jews, which Christianity also adopts, the whole of the Hebrew Bible is basically part of the Christian canon. That happens here. Those are place names. Into the New Testament, Armageddon is Megiddo. It's 80 kilometres that way. I can drive there. Yes, I think I can still drive there. It's not closed. We have such ties. We have our ancestors buried. The reason why Hebron is special today and why Jews want to live there is because there's a massive building that Solomon built. It's the same era as the famous Western Wall, the Temple Mount. That building is built on top of this cave that Abraham bought. That's why it's there. That's where we buried our matriarchs and our patriarchs. This is a, and you know when when Martinez talks about historical continuity and strong link to territories and surrounding natural resources, the strongest link you can have is ancestral burial sites, you know everybody sort of knows the kind of, from America, the you know, how, oh this is this is ancient burial lands, well Hebron is the burial site of Abraham's family, basically. Nablus, who is the modern name. The old biblical name is Shem. That's actually closest to me. That's literally inland from me now. That's the burial site of Joseph. There's a building there called Joseph's Tomb. Now, the Muslims sort of revere it because they stole our prophets and stuff. But they only revere it because we do. The site of the temple in Jerusalem is the site on which Abraham was supposed to sacrifice Isaac, where the whole story of the ram and the burning bush, the.. sorry, the ram caught in the bush, not the burning bush, that's Moses. That story happens on what is now today the temple mount. That was the position of the high holies. That's why we built the temple there, twice. That's why the Romans destroyed it. That's why the Muslims came along when they conquered it and built a mosque and a mausoleum on that spot, because it matters. Those are elements of colonization. These other components like distinct language, culture, and knowledge. Now, yes, we revived Hebrew as a modern language. That was controversial because some very religious Jews would say that Hebrew is the language of prayer. It's the language of the Torah. are we shouldn't use it for day-to-day stuff when we're going to be obscene and tell jokes and in fact what tends to happen is we use Arabic for the worst stuff but um, that was controversial but it was also hugely important that there is continuity that any Jewish child living in Israel, any Israeli child, can pick up an ancient scroll that was buried in the desert, and all the letters look familiar. That's amazing. Nobody reads hieroglyphics. The Roman Catholic Church teaches their clergy to read Latin, but it's not a day-to-day language anywhere. Hebrew is a day-to-day language, and it has biblical continuity back 3,000 plus years. Now, when I read through this list, which we'll post later, I missed one. I said I was going to miss one. In the UN, they've got this one line, status as a non-dominant social group. I can't help, and I've discussed this with Ryan. Ryan Bellerose is the Métis Canadian. That's almost like they had to put that in to try and find some way to make Jews not indigenous in Israel. Because we are, Jews are now the dominant social group in one place in the world, Israel. It's like we we won, we're the only ones actually, we're really the only indigenous people that lost our land and got it back and that is essentially, Zionism is that, it is the return of Jews to Zion, you know, by the rivers of Babylon, where, you know, that psalm, that's, what, 600 years BCE? That's Zionism. We've been trying to get back to Zion, Jerusalem, Israel, for thousands of years, ever since we were cast out by the Romans. I think the last time Jews really ran the place was up until when we revolted too much and the Romans kicked us out on 135 or 132 or whatever it was, and changed the name. And again, this is colonizer versus indigenous. What do colonizers do? They bring a new language, they try to crush whatever markers there are of indigenousness. And then they destroy, they build their new stuff on top of old stuff. They try and erase indigenous identities. And that's what's actually happened all over the world. You know, Native Americans cling on in America. Across Europe there are sort of lots of indigenous identities that were crushed by the Romans that never reappeared. I would say that the EU itself was trying to do this, it's it's trying to sort of flatten Europe and you all become Europeans in a horrible Marxist sense and I think that's one of the reasons why Israel is so hated by this globalist elite type thing, is that we are just this total exception. We are the indigenous people that came back, made it work, and made it work. And it doesn't mean, and let's just sort of circle back to the blood, and then I'll let you get a word in edge ways. Blood. This is the bit that gets thrown at us all the time on the internet. Okay? Every time I post indigenous, oh, you're from Europe. Well, actually, I was born in South Africa, so I'm African. You know, bite on that, you chumps. I'm second generation. My parents were born in Africa. I'm second generation African. So I don't know where you think I should go back to. I grew up in London. Yeah, that's true. My accent is London, but I never felt English actually. I've got my British citizenship, but am I English I don't think so. I'm Jewish, Jews belong here, so blood is uniquely unimportant to Jews for one good reason and the reason is Ruth, the story of Ruth in the bible is the story that actually to this day means that Jews accept converts. As soon as you accept conversion, it means blood doesn't matter. Now, we do not have an easy conversion process, okay? And in fact, you know, whenever I've, and I know some of my best friends here are converts, and they're more orthodox than me, more, you know, they observe of Sabbath, Shabbat, more than I do. And in many ways. But there's no hint or there's no feeling for me personally, or you don't find it anywhere in Israel, that if somebody has gone through the process of an Orthodox-recognized conversion, nobody here looks down upon them. In fact, many of us realize that's a lot harder than just being born. So blood. I don't know where his blood is from. In fact, I think the two converts I know the best, Australians and both, I think, from Catholic families, doesn't matter. So I don't care about blood. Now, it turns out I actually am Kohanim, and you can check, but there's DNA markers. But that's not what makes me Jewish. What makes me Jewish is self-identification, keeping the rituals, doing Shabbat dinners. And it doesn't even matter the level of observance. It's some level of observance and some recognition that it means something to be Jewish. So when they throw at you this Khazar crap and go back to Europe, and I mean, even that is ala panim, on its face. That doesn't mean the same thing. On its face, it's just ridiculous, because more than half the Jews in Israel are of Middle Eastern backgrounds. Algeria, Morocco, Yemen, Iran, Iraq, Syria. All of these places is where Jews came from. Right now, and Ethiopia, of course, we've airlifted them. All of these things mean that we're just a mongrel mix these days. And our kids are all meeting and intermarrying between different... There really isn't a level of racism that I can certainly recognize in America. So blood, what does blood mean? It doesn't... It's important. It's one of the markers. But it is not who makes you a Jew. Well, I think, yeah, there are a lot of points to pick up. For me, actually, it's the history. Abraham 4,000 years ago, David 3,000, establishing Jerusalem as the capital. So you've got 2,000 years of history on the land, in effect, before the Romans took over. The renaming of that land as Palestine to remove Israel off the face of the earth, just like Iran want to do.. That's deliberate.. Just exactly. Syria, Palestina and yeah of course the word came from the Greek from palash invaders from the sea, you can, it's like you can get you can get locked in all that crappy silly detail, it doesn't matter and it doesn't matter if it's Israel or the kingdom of David, it was or Judah or Samaria. Today it's Israel because when you form a modern nation, within the framework of modern nations that arose in the 1850s onwards. I can't remember the philosophical name for this, but Israel slots in within modern nationhood as the land of the Jews. Should there be a Kurdish nation? Yeah, sure. I just want to tell you something else about this. indigenous status is not zero sum, because there are indigenous people does not mean that nobody else is indigenous. Now, and I'm not coming to the Palestinians by any means next. We have Aramaic Christians living in the Galilee region. They are following a kind of Christianity that emerged very soon after Jesus died. And they are speaking Aramaic, or they're doing their liturgy in Aramaic. I've met one. There's a famous picture of Tommy Robinson standing next to a bearded guy with a big hat wearing his Mossad t-shirt. That's Father Nadav, and we went to meet him in Nazareth. That's in Nazareth. He lives there. There's a community of Aramaic Christians. The only place you can be an Aramaic Christian safely in the whole Middle East is Israel. And then we've got Druze. Druze is a kind of, it's wrong to call them completely Muslim. They're something else entirely. And their geographic region encompasses Syria and Lebanon and Israel. But where are they best off? Most of them, realize, in Israel. We've got some Baha'is who came from Iran, settled here. They're up in Haifa. We have Samaritans, actually. That's very close to me. This town of Nablus, okay? What's the Palestinian town of Nablus? Well, it comes from Neopolis, the Roman for new city. So even their name in Arabic of Nablus, it's a corruption of a Roman word. It's not Arabic. And you know this because Neopolis, anything with a P is not Arabic. So the P gets converted to a B. It's just like the Palestinians, when they say it, they call it a phalestini, because they can't say P, so they change it to E. So Nablus, which is the place of Shem, again, Romans, they knew Shem is in the Bible many times, but they have to rename the place Neopolis to assert Roman dominance, and that's what you do. The Samaritans live on a place called Mount Gruzine, which overlooks that. They're there. We've got Bedouin Arabs who have lived here for a long time, but Bedouins have moved across the whole Middle East for centuries. To call them indigenous, they have parts of their culture here, but it's not unique to Israel. That's the point, the Bedouin culture is across the whole of the Arab peninsula all the way out. So did any part of their culture arise in Israel? Not really. But they have something called rights of longstanding presence, for sure. And they serve in our armed forces, and we have all sorts of internal political disputes over where they live and how they live and what their place. But again, that's stuff we can deal with. It's not sort of virulent hatred all the time. But this point of, is Islam indigenous to Israel? No, nothing of it. The only bit that they talk about is the farthest, there's a passage in the Quran that talks about the farthest mosque, and that has been reinterpreted. And there's a very famous clip from Al Jazeera from years and years ago. Professor Mordechai Kadar, he went on Al Jazeera in Arabic and he asked the host, how many times is Jerusalem named in the Quran? And the Quran was written 700, 800 years after the Romans destroyed Jerusalem. Everybody in the whole world, the known, educated world, knew the name Jerusalem. But yet it does not appear once in the Quran. Not once. There's an oblique reference to a night journey by Muhammad to the furthest mosque. And he tied his horse up outside and ascended to heaven. That is the entire basis for Islamic claim to Israel and Jerusalem. Other than the fact that they assume everything. They're a replacement theology. So they brought in all of Christianity. They brought in all of Judaism. They then tell us we forged it to take out Muhammad. And they write their book, the Quran, which they then say, we're the corruptors of. Jews are worse than Christians because we went astray. Jews are the ones who went astray. Christians are the ones who were just led astray. You followed us instead of the Muslims so we're both cursed but Jews are cursed a bit more. But that's that's not the claim, that's the claim, that's what we're fighting over. And of course well yeah and of course you'd, you've got the period of the Romans and then the period of Arabs or Muslims from what 600... And crusaders, Sala in the Kurd, This history just goes, but all of it, the constant theme throughout is, one, there were Jews always here. Jews never left. There were Jews in Sfat. They came back in 1200 and 600. The only people who ever regarded this land as the place of genesis of their entire civilization is Jews. Yeah. And then you go through, you're right, all those histories with the Ottoman Empire, whatever morphing of Arabness or Muslimness there was on there. And then you're right that Muslims tie Jerusalem to a story about a flying donkey, but we'll not even go into that. We'll not have to base what you believe in that. But the issue, I guess, you have now is that the clash between Romans and the Jews living there was a land grab and dominance. It's something much deeper in terms of Islam, and I 100% believe that Islam was started. One of the main reasons is to eradicate who Jesus is. You can't say Jesus, son of God. You cannot, that he was simply a man. And at its heart, and that means at its heart is also hatred of the Jews and the Jewish people, because without Judaism, you do not have Christianity. It's impossible. But that hatred we have seen over the whole time, and 1948, it is an absolute miracle to see what happens. I think maybe the hatred is from, one, the hatred that Islam has against Judaism. That's one. But also there's a second hatred that I think the miracle of modern-day Israel, that many people cannot accept that, and they look for something darker. You know, Israel being the centre of everything, being in control. And they come up with this idea to remove any understanding that actually you can't explain. 1948, when you read about what happened, I've read it in 67, 73, and all of those, it is a miracle. It could not happen, should not happen. And yet Israel stands there as a proud country, hugely successful in the midst of basket cases of countries. But yeah, talk to us about that level of vitriol against Israel and against the Jewish people that exists not only in the Middle East, but actually exists in the media and across the world, really. Well, I, you know, every Jew does, you know, I guess my kids are starting to do it now. You start, you know, when you're brought up Jewish, eventually at some point you understand that this thing called the Holocaust happened. And what it does to a lot of us is you go through a phase where you try and, why? What's with the hatred? Why the hatred? And Islamic Jew hatred, I can see that in the Quran. I can see the hundred and whatever verses it is that mention Jews. And whereas we start off a little bit favourable in the early stuff, once Jews reject Muhammad and say no you're not a prophet we're done with our era of prophets, that was a thousand years ago, you're not one of them, once that happened he really then just goes on a the rest of his life is like, how can I f these Jews? And you know he kills a lot of Jews in Khaybar he takes their wives, their daughters, their and then also in Khaybar this other story, this very pivotal battle, after the battle when he kills all the men and he's got the women and one of the stories that's not well, it pretty authoritative, but again this doesn't matter whether it happened or not, it matters whether Muslims believe it, is that he was poisoned by this Jewish woman that he'd taken prisoner before he rapes her and that he died five years later from the poison he was was given then. Now, again, you get all sorts of scholars saying this is unlikely and it probably didn't happen. It doesn't matter. Do Muslims teach their children that a Jew killed Muhammad? Yes, they do. In large numbers, very large numbers. And so Jews rejected the prophet Muhammad. We don't call him a prophet. He isn't a prophet. He's their prophet. He's not our prophet. We rejected that. He fought lots of battles against us. He killed a lot of Jews, and eventually he was poisoned by a Jewess. These are not good things to teach your kids for coexistence. That's what they do. That kind of antisemitism, I understand that. That's ancient and it really hasn't changed. It can be dialled up or dialled down depending on the authoritarian rulers. UAE today might be dialling it down a lot. Great. In two or three generations, I'll feel a lot happier. Now, Nazi anti-Semitism, European anti-Semitism, again, Christianity had its creation stuff, and Christianity for a long time said that Jews killed Jesus. Despite Jesus being one of us, we, you know, and it took until, when did the Catholic Church change that? I mean, it was like in 1960 something or other, was the papal, you know, it's like, okay, thanks. It was the Romans. We can all agree on the Romans, but yes, Jews are stood accused of killing Jesus. That was one thing. Jews are successful. I don't know what it is. I personally have come to believe that Intel, the guy who founded Intel, Andy Grove, his autobiography was called Only the Paranoid Survive. I think Jews have been bred to be paranoid. There's other reasons which are genetically passed down. Whereas the Catholic Church, for a lot, makes its priests celibate, they become the most highly educated members of society, but yet they don't procreate. Jews did the opposite. You become a rabbi, the town supports the rabbi, and the smartest people who become rabbis then have 18 children. Perhaps that's the reason why we've got higher IQ. I don't know. We certainly value, as a culture, we value learning. We value books. We value, the fact that we've got troops in Gaza. What do they do at the weekends? Some of them, they drive armoured personnel carriers into Gaza with a gigantic Torah scroll so that they can stand in some house with bullet holes all around and do the Shabbat service with a real giant Torah scroll. First, they take in little ones, but once the roots are secure, what are we doing? Are we taking a book? This is the most ridiculous. And then what we do is, we do Talmudic rituals, as the Nazis and the anti-Semites would say. We're not doing it. It's not because, we're not out looking for the blood to drink and make my matzah. That's just utter crap. We're doing it because we value these traditions. We passed them down, and the continuity of Jews as a people has depended on us revering those words. That's why copying the Torah accurately for 3,000 years by hand, that's an astonishing cultural achievement that no culture on earth has managed. You know, Aborigines in Australia might have told stories orally, and that's a great sort of pass down. But we wrote it in a book, and the story of Abraham buying the cave becomes the root of Western civilization. So, you know, you can argue Judeo-Christian civilization for sure. And, you know, some people will say that democracy comes from the Greeks or whatever. Much more of our morality comes from the Jewish Hebrew Bible, the Ten Commandments, than any other foundational thing. And again, the Americans, I'll criticize the Americans and I'll criticize the West in a very specific way. Rights versus responsibility. Okay? If you read the Ten Commandments, what you are reading is not a charter of rights. You do not have the right to life. You do not have the right to property. You do not have the right to your wife. You read a responsibility. You read about honouring your parents. You read about not murdering people. You read about not coveting the other guy's ox or wife. Those are responsibilities. You follow those responsibilities within your tribe. Your rights are implied. And I think America and the whole Western notion of human rights and stuff, it puts the cart before the horse. What are your responsibilities? Your responsibility is not to lob rockets at civilian areas on midnight of new year's eve, your responsibility is not to break out through a fence and go murder and rape people in the most horrible way, if you follow the responsibility of not being complete and utter bleeps then you can have a right to life, we are going to remove we, you do not have a right to life when you commit those acts against us. That's what we're seeing now. We're not Christians, and the whole turn the other cheek thing, it's not in our book, and quite rightly. There's too much of that, and the modern Western Christianity has gone too far. Yeah. Yes. That's an interesting. Here, I'll not go down that route, but actually, I want to finish off with, I'm sure you've had, well, you face, I'm sure, a lot of abuse. And if you are a Zionist Shill, maybe you can share some of that, Brian, because I'll happily be a Zionist, but never get paid for it, which is a bummer. None of us get paid for this. It costs me a fortune living here. I know it would be much easier if we did get paid, but that's not how life works. But it's interesting what's happened. Maybe the backlash you get whenever you talk about Israel's existence and the history and that clash, and also what we are seeing at the moment. It's interesting, what's the term? Proportionality is the term that's used. And I always wonder, what's proportional to rape or murder of children? Do you really want to go down that? Because that's a very perverse path if you want to go down that. But yeah, tell us about that, the backlash, but also then Israel doing what it has to do to exist. And if other countries want to be peaceful, then that makes life a lot easier for everyone, including the Arab countries around. Well you know the backlash, first of all, hurty words on the internet doesn't doesn't hurt me, you know I'm very much a bit of a free speech absolutist, I'll block and I'll mute if they're boring. I mean but mostly I like, you know and I'll spar with a few of them you know. I'm just looking to my left, I've got a screen here, sort of one of these things that kicked this off was because someone said, so I get that a lot of Israeli Jews are scared right now. So here's an idea. Why don't we offer them refuge in our own countries? Invite them to Britain, the States, and Canada. It's a win-win. Israelis get to live somewhere they feel safe, and the locals get their land back. Now, after everything I've just said to you, firstly, we've tried living in other people's countries. It doesn't always go so well. You know, German Jews felt great in 1929, and Polish Jews felt great also. This was not a long-term, tenable solution. And so what I replied was, lol, no, we're home. When you dig up London, you find Roman stuff. When we dig up Jerusalem, we dig past that crap to the city of our Jewish King David. Pithy, short, you can't put all the history of the Middle East in a tweet or an x-post or whatever we're supposed to call it. Praise be to Elon. Now, so I get this back. This isn't how the world works. Just because you've owned something thing doesn't mean you always will. Also, the Celtic tribes inhabited London long before the Romans, and Canaanites existed in Palestine long before Israel. Well, as and when some Canaanites show up, and as long as they're not still doing the child sacrifice shit, we will give them a nice little bit of the country, and they can live and practice their whatever Canaanite religion. But the point is, there is no continuity of Canaanites, because probably because Jews genocided them, whatever, I don't care. Canaanite was absorbed into the Jewish tribes. That's what happened. There's nobody doing Canaanite today, so they don't exist. The Palestinians are not Canaanites. They're not Philistines either. They don't know anything about Canaanites or Philistines. But, you know, you get all of this stuff. David, this is a good one, actually. Chrissy, David was a corrupt criminal whose family came from Iraq. That's the Koran version of David. I was wondering. I missed that. I know. I know. That one's just brilliant. And it's just very simple. And it's with a little Canadian flag. And Chrissy is the name. Compassion, confidence, something about a sire. 170,000 followers. You kind of and then you know you get from sama Lebanese when you check your DNA it's east European, okay my yes yes my DNA did come a bit, because before South Africa we were somewhere in northeast Europe but again and then you know when I look through all of this telling me that I don't belong where I know I belong. Look, I came to Israel when I was 39 years old. I married my Israeli wife some years before that, tried to learn Hebrew in London. I'm crap at Hebrew, okay? I can barely read. I can sort of read, but more often than not, I'm copy-pasting into... Oh, Apple. Apple does not translate Hebrew by default. It's like not not one of their default languages. It's like, get with this. Anyway, I arrive in Israel as a 39-year-old PhD physicist, basically illiterate, but I feel more at home than I did in London. Explain that. I can't explain that. There's this woman, Eve Barlow, she's here visiting right now. She lands and she immediately feels at home. She lives in LA, She's a writer or she wrote, and writes about music. Why does she feel at home? And so many Jews you talk to, and this is a funny thing, when non-Jews come here and feel at home, they then start looking through their family tree and discover that four generations back, they are Jewish. And they start questioning their self. There's something that I can't explain to you that is is magical about being in Israel. Because it's tough. It is more comfortable to live in America and Britain. It really, it wasn't the easiest place to move to, but it just felt better. 100%. I think we'll finish it there. I think it's good to get a short conversation about this in Israel. And of course, you could take it wider into other countries. But that makes it very convoluted. And I think this perfectly fits to this current time. But, Brian, thank you so much. All the links for these will be in the description and our social media posts so people can follow the article and your post on it and have fun at the replies, which is sometimes the best part of Twitter posts. It certainly is. Anyway, yeah, we can do updates about the whole situation another time. But, yeah, thank you. This was really good. This is stuff I like talking about. This is positive. This is the reasons that people need to understand why Israel's not going anywhere. And that's the other. The last thing I'll say is this. You know, for 75 years, the Arabs have fought the correct, well, since 67 in particular, and through the 60s, basically, with the rise of Arafat and the PLO, which was a creation of the Soviet Union, the whole Palestinian identity. That's another point, but I'll just finish with this. They fought the correct battle to remove a colonial occupier from land. They fought the right battle that would have got the British out of India. Or the French out of Algeria, or half a dozen European countries out of bits of Africa. They fought the correct guerrilla warfare tactics, sort of terrorism, murders, all of this stuff. And it spectacularly fails to move Jews out of Jerusalem and Israel, because we are not colonial settlers. We will never be colonial settlers. The mindset, you know, and that's the other thing is, you know, when the Americans come here and tell us that we're not fighting the ground war in Gaza the correct way, and they're going to tell us how well they did in Iraq and Afghanistan, they were fighting thousands of miles from home. Our soldiers can actually stand at the top of a building with binoculars and see their homes. They go home, you know, if they're released at the weekend, they get taken to the border and they're home in 25 minutes. We are not projecting power as an imperial conquering army trying to make Iraqis be Democrats. It's not that. And so that the whole way in which the Palestinians are fought, encouraged by the entire world, encouraged by people shouting free Palestine from the river to the sea. When you do that, you encourage millions of poor Arabs to fight a war that they will never, ever win by the methods that they're fighting. They will never, ever win. They will never commit an act so atrocious that I will wake up in the morning and say, because believe me, October 7th was that act, that I will wake up in the morning and say, you know what? I think I'm going to go live in Berlin. That's not going to happen. You're not going to force me off my land with these acts. They don't work. it's wrong it's just totally the wrong approach, killing us doesn't matter, how many you rape, how many you kill, the only thing that will happen is the scale of our response and the sheer biblical nature of the response will come out, go read the story of Dinah, the men of Shechem, that's the story that's what's going on in Gaza right now, go read that story if you don't know your Bible. One woman was raped in the Bible. Dinah, go read that. Well, maybe those who live in Gaza, the Muslims or the Arabs, if they took this indigenous rights, then maybe they can move the refugee camp to Mecca. I'm sure it would be wonderful and they can enjoy that. Here's a little bit about Yemen. Yemen is Arabia, Arabs to Arabia.
Chapter 1 Dissect the inner meaning of the book Only the Paranoid Survive"Only the Paranoid Survive" is a business book written by Andrew S. Grove, the former CEO and Chairman of Intel Corporation. Published in 1996, the book focuses on the importance of recognizing and responding to strategic inflection points in business. Grove introduces the concept of a strategic inflection point, which refers to a time when a major shift or disruption occurs in the business environment. He argues that companies that successfully adapt to these inflection points will thrive, while those that fail to do so will struggle or even fail.Grove shares his personal experiences at Intel and provides detailed case studies from various industries to illustrate his points about the need for constant vigilance and a "healthy paranoia" in business. The book discusses topics such as recognizing signs of impending change, making tough decisions, adapting to new technologies, and building flexibility into business strategies."Only the Paranoid Survive" became a renowned book in the field of business strategy and is considered a classic in the genre. It is often recommended for leaders and entrepreneurs looking to navigate rapidly changing markets and stay ahead of the competition.Chapter 2 Does the book Only the Paranoid Survive A Good Book deserve a Read?Opinions on whether "Only the Paranoid Survive" by Andrew S. Grove is a good book can vary. However, the book is generally well-regarded and has received positive reviews. It explores the concept of strategic inflection points and how they affect businesses and industries. Many readers find the book insightful and valuable for understanding the challenges and opportunities in a rapidly changing world. Ultimately, whether it is considered a good book or not depends on individual preferences and interests.Chapter 3 Synopsis of the book Only the Paranoid Survive"Only the Paranoid Survive" is a non-fiction book written by Andrew S. Grove, the former CEO and Chairman of Intel Corporation. Published in 1996, the book focuses on the necessity of adaptability and resilience in the face of constant change and disruption in the business world.Grove shares his own personal experiences leading Intel through various crises and technological advancements, including the shift from memory chips to microprocessors. He emphasizes the importance of being paranoid and vigilant in order to survive and thrive in the rapidly changing landscape of the high-tech industry.The central premise of the book is Grove's concept of a "Strategic Inflection Point," which he defines as a time when a company's fundamentals are about to change significantly due to technological advancements or shifts in the market. Grove argues that these inflection points require companies to radically alter their strategies and adapt quickly, or risk becoming irrelevant and obsolete.Throughout the book, Grove provides practical advice and strategies for businesses to identify and navigate through strategic inflection points. He advocates for constant monitoring of the industry, challenging conventional thinking, and encouraging a culture that embraces change and innovation. Grove also highlights the importance of being open-minded, seeking out dissenting opinions, and being willing to make tough choices and take decisive action.Overall, "Only the Paranoid Survive" serves as a guide for leaders and entrepreneurs in understanding the fast-paced and ever-changing nature of the business world. Grove's insights and experiences provide valuable lessons on the necessity of being adaptable,...
"Transform apocalypse into opportunity"
Today's guest is Scott McCrady, CEO of SolCyber. In today's episode, Scott discusses SolCyber and his role as CEO, what brings customers to MSSPs, how the security landscape has changed over the past ten years, how the attack surface and threat actor has changed in recent years, his perspective on cyber insurance, his preferred topic of conversation at a cocktail party, and as always, his toughest lesson learned.
MIT's Sanjay Sarma: Why Indian CEOs Are Taking Over the World The Asian Century is well upon us but the rise of her people on the world stage has not been a linear one. Fraught with complexities and clearly divisive, the reasons for this video's title are nonetheless fascinating – and instructive. Today's chat is with Sanjay Sarma, the brilliant and affable CEO of the Asia School of Business in Kuala Lumpur, Malaysia, having arrived from sojourns in the private sector, academia and the literary world. (Many thanks to the Asia School of Business for their collaboration with The Do More Podcast, in whose studio this conversation was recorded. The Asia School of Business is a partnership between MIT Sloan School of Management and Bank Negara Malaysia). For MIT's research on Indian CEOs: ‘Why East Asians but not South Asians are underrepresented in leadership positions in the United States' By Jackson G. Lu, Richard E. Nisbett, and Michael W. Morris https://www.pnas.org/doi/abs/10.1073/... See also: ‘A cultural clue to why East Asians are kept from US C-suites' https://mitsloan.mit.edu/ideas-made-t... And ‘How multiethnic networking could propel more East Asians into US C-suites ' https://mitsloan.mit.edu/ideas-made-t... CONTENTS 00:00:00 - Intro 00:01:36 - From the Indian Institute of Technology to Carnegie Mellon, Berkeley and then MIT 00:03:15 - The Child of Illustrious Parents, Dinner Table Topics 00:05:15 - The Phenomenon of the Global Indian CEO 00:06:36 - Jackson Lu (of MIT)'s Research Findings 00:08:56 - Nature or Nurture? 00:11:12 - Are Today's CEOs Becoming More Agreeable? 00:16:01 - The Power of Reflection 00:17:16 - How to Be Focused About Meetings 00:19:01 - Advising the Indian Economy 00:21:35 - Should India Be More Assertive? 00:24:44 - The Power and Pursuit of Curiosity 00:29:52 - Are Patriarchal Family Controlled Businesses Facing Extinction? 00:32:24 - What, Really, is IoT? 00:34:08 - Only the Paranoid Survive 00:35:42 - America Appears to Be Fearful of Web3 00:38:36 - Colonial' Pipeline's Role in America's Crypto Fears 00:39:37 - Should CBDCs be Feared? (CBDCs: Central Bank Digital Currencies) 00:40:48 - ‘Grasp': Why Education Must Be Rethought (‘Grasp' is a book authored by Sanjay Sarma) 00:43:44 - Are Universities Antiquated? 00:45:40 - Are Quaternary (ie Postgraduate) Degrees No Longer Relevant? 00:47:10 - The Value Universities Add to the Mix 00:48:35 - What is the Value of an ‘MIT' Label? Why Proxies Matter 00:50:55 - Why Do Corporations Exist? 00:52:18 - Chuang to Sanjay: ‘Are You a Success?' 00:54:07 - Rules for Life 00:56:22 - The Role of Fate FOLLOW SANJAY HERE: At ASB: https://asb.edu.my/about/the-leadersh... Wiki: https://en.wikipedia.org/wiki/Sanjay_... At MIT: https://meche.mit.edu/people/faculty/... Some Research: https://scholar.google.com/citations?...
Business Podcasts | Why Do You Not Drift to Success By Default? Why Anything That Can Go Wrong Will Go Wrong + "What Gets Measured Gets Done." - David Drucker + "Only the Paranoid Survive." - Andy Grove Learn More About Bunkie Life Today HERE: https://bunkielife.com/ Business | Learn the SPECIFIC Systems, Proven Processes and Best-Practices Strategies That You Need to Use to Grow Your Business By 10X | Learn How Clay Clark Coached www.PMHOKC.com and www.DelrichtResearch.com Into 10X Growth Business | "Since Working With Clay I've Learned Everything About Business. The Experience Working Here Has Been LIFE CHANGING. I've Not Only Learned New Things, But I've Gained a Whole New Mindset." - Robert Redmond Business | Learn How to Hire, Inspire, Train and Retain High Quality Employees | Learn How Clay Clark Has Helped Multi Clean to Experience EPIC Growth Year Over Year While Building an Incredible Team Business | How to Use Search Engine Optimization to DRAMATICALLY GROW YOUR BUSINESS + How Clay Clark Helped BarbeeCookies.com to DOUBLE the SIZE of Her Business Within Just 12 Months!!! Learn More About the Success Stories Below: www.LivingWaterIrrigationOK.com www.BarbeeCookies.com www.PMHOKC.com www.DelrichtResearch.com www.OXIFresh.com www.PeakBusinessValuation.com www.TipTopK9.com Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About How Clay Has Taught Doctor Joe Lai And His Team Orthodontic Team How to Achieve Massive Success Today At: www.KLOrtho.com Learn How to Grow Your Business Full THROTTLE NOW!!! Learn How to Turn Your Ideas Into A REAL Successful Company + Learn How Clay Clark Coached Bob Healy Into the Success Of His www.GrillBlazer.com Products Learn More About the Grill Blazer Product Today At: www.GrillBlazer.com Learn More About the Actual Client Success Stories Referenced In Today's Video Including: www.ShawHomes.com www.SteveCurrington.com www.TheGarageBA.com www.TipTopK9.com Learn More About How Clay Clark Has Helped Roy Coggeshall to TRIPLE the Size of His Businesses for Less Money That It Costs to Even Hire One Full-Time Minimum Wage Employee Today At: www.ThrivetimeShow.com To Learn More About Roy Coggeshall And His Real Businesses Today Visit: https://TheGarageBA.com/ https://RCAutospecialists.com/ Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/ 75% of Employees Steal from the Workplace - https://www.forbes.com/sites/ivywalker/2018/12/28/your-employees-are-probably-stealing-from-you-here-are-five-ways-to-put-an-end-to-it/ 85% of Employees Lie On Resumes - https://www.inc.com/jt-odonnell/staggering-85-of-job-applicants-lying-on-resumes-.html 96% of Businesses Fail - https://www.inc.com/bill-carmody/why-96-of-businesses-fail-within-10-years.html Learn More About BunkieLife.com Today At: https://bunkielife.com/CLAY
In today's episode of Category Visionaries, we speak with Scott McCrady, CEO of SolCyber, a modern MSSP that's raised $20 Million in funding. Topics Discussed: Scott's background as a security engineer and what led him to found SolCyber as a solution to what he saw as existing shortcomings Why comprehensive monthly security packages are so appealing for many mid-sized security-conscious companies Balancing positivity and caution in Scott's approach to business, and how ‘duality' shapes his worldview How Scott sees SolCyber's evolution in retrospect, and the things he might have done differently The future of outsourced security programs and why Scott thinks they'll soon dominate the industry Favorite book: The Power of Positive Thinking Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company
In today's episode of Category Visionaries, we speak with Ishita Arora, CEO and Founder Dayslice, a no-code storefront for services businesses that's raised $6 Million in funding. Topics Discussed: Ishita's education background in mathematics, but why she opted to join Dropbox instead of pursuing a PhD The benefits of Bay Area networking, but why you don't have to be in silicon valley to build powerful connections Why service-centered businesses have specific needs in scheduling, marketing, and customer management insights The real-world pain points that prompted Ishita to launch DaySlice, from firms working with google sheets right up to 2020 Comparing yourself with competitors, and how DaySlice's bold statement strategy helps them build consumer confidence Favorite book: Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge
In this episode Scott Becker discusses the concept of “only the paranoid survive” as a metaphor for always working to improve or risk falling behind competitors.
In this episode Scott Becker discusses the concept of “only the paranoid survive” as a metaphor for always working to improve or risk falling behind competitors.
Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire
This episode breaks down Andy Grove's idea that only the paranoid survived. Andy was the former CEO of Intel. In 1988, Andy wrote the book, Only the Paranoid Survive. To this day, the book holds relevance. Learn more about this idea of why the paranoid survive. CONQUER SHYNESS
Guest Bio: Rita McGrath is a best-selling author, sought-after advisor and speaker, and longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing. As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights. She has also founded Valize a companion company, dedicated to turning those insights into actionable capability. You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath. For more information, visit RitaMcGrath.com. Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139 Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath: Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku: Was it at that point that you decided to go for your PhD? Rita McGrath: And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people- that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku: Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku: And how did you cope? Rita McGrath: Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku: I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath: Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku: I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku: Sometimes I ask my children, am I a good mom? Rita McGrath: I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku: Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku: Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath: Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku: That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath: Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku: So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath: Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku: Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath: Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku: Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath: You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku: True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath: Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku: That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath: Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku: Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku: Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku: Okay. Are you on social media? Rita McGrath: Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku: Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath: I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath: Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku: Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.
“What if we could do it better than anyone else in the ecosystem?” Nathan McCauley asked himself while co-founding Anchorage Digital, a unicorn assets platform that provides instantly settled key storage and custody—holding investments on behalf of investors—for digital assets like Bitcoin and Ethereum. Before starting this venture, he worked at financial services platform Square, where he performed what he called “financial security” for four years with his future Anchorage Digital co-founder Diogo Monica. There the two helped to design the digital card reader with Jack Dorsey. Wanting to learn more about the sales, marketing and development aspects of B2B business before starting their own company, he and Diogo joined Docker, a software platform that helps developers to build, run and share applications. Nathan talks about working at Square with Jack Dorsey and Keith Rabois, their unique approaches to leadership, and what the experience at Docker was versus what he thought it was going to be. Brendan explains the problem with overindexing on opportunities to make what turn out to be largely unneeded products. Early on in his career, Nathan's managers constantly evaluated him as having “irrational optimism.” He later learned about the power of being paranoid. Nathan started Anchorage because he wanted to build a culture, one in which his employees could find a purpose and enrich their lives. With this motivation still at the forefront, he spends a lot of time interviewing potential employees. He explains the key to finding the right people who align with the company's mission. Quotes: “This idea of sitting around and waiting for good opportunities and then when you find them, putting everything into them. One of the things that would've happened if I decided to start a company just after Square is I would've probably gone after a smaller opportunity that wasn't as high leverage as Anchorage. And so I'm extremely grateful for the patience aspect of it. In terms of waiting for the right opportunity, that was a good fit for mine and my co-founders' skillset. That's not to say that I didn't learn a ton from Docker. I actually did learn a ton from Docker too. But it's kind of a dual purpose of learning a lot, learning about enterprise sales, learning about marketing, but also not jumping into something that was not as big of an opportunity as it possibly could have been.” (24:29-25:18 | Nathan) “We had this idea of a very secure system without a problem that actually needed solving that way, the custody problem coming along was almost this conceptual model of an idea of a very secure system that finally had a use case that we could build towards. So the answer to that ends up being that we had a very clear product vision very early on what needed to get built, but we did not want to build an mvp. because we knew the very nature of the product was likely to hold non-trivial amounts of funds very early on. We didn't want to do anything less than good enough in the first version.” (29:44-30:27 | Nathan) “The most useful outlet for fear is to keep innovating.” (35:46-35:50 | Nathan) Connect with Brendan Dell: LinkedIn: https://www.linkedin.com/in/brendandell/ YouTube: https://www.youtube.com/c/BrendanDell Instagram: @thebrendandell TikTok: @brendandell39 Buy a copy of Brendan's Book, The 12 Immutable Laws of High-Impact Messaging: https://www.indiebound.org/book/9780578210926 Connect with Nathan McCauley: Anchorage.com nathan@anchorage.com Check out Nathan's recommended books: Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company by Andrew S. Grove https://www.indiebound.org/book/9780385483827 Titan: The Life of John D. Rockefeller, Sr. by Ron Chernow https://www.indiebound.org/book/9781400077304 A History of the World in Ten and a Half Chapters by Julian Barnes https://www.indiebound.org/book/9780679731375 Raids on the Unspeakable by Thomas Merton https://www.indiebound.org/book/9780811201018 Please don't forget to rate, comment, and subscribe to Billion Dollar Tech on Apple, Spotify, or wherever you listen to podcasts! Use code Brendan30 for 30% off your annual membership with RiverSide.fm Podcast production and show notes provided by HiveCast.fm
Business | Why Only the Paranoid Survive In the Game of Business + How to Raise the Standard of Quality Control Within Your Business Business | "I Have Found Clay Clark to Be Very Helpful to Me. He's Helped Us Really Be More Profitable. I Also Recommend Their ($250 or Name Your Price) 2-Day Business Growth Seminar." - Lanny Smith of Arrival 3D Business | Learn How Clay Clark Coached the Massachusetts-Based Angel's Touch Auto Body & Christina Nemes Into 170% Month-Over-Month Growth + Additional Clay Clark Business Growth Case Studies | The Sustained Growth of 5-Year Clay Clark Client Learn More HERE: https://capecodautobodyanddetailing.com/ Business | Dr. Jay Shroder's Success Story "If You Are Someone Who Is Looking to Expand Your Business I Highly Recommend That You Give These Guys a Look. They Are Certainly Helping Me to Get from Point A to Point B." Business | How to Create a SUPER SUCCESSFUL & TIME FREEDOM CREATING BUSINESS + Breaking Down the 170% Month-Over-Month Growth of the Massachusetts-Based Angel's Touch Auto Body (The Christina Nemes) & 6 Additional Clay Clark Case Studies Learn More About Today's Examples At: www.KLOrtho.com www.DrZoellner.com https://spurrell.ca/ www.TipTopK9.com https://capecodautobodyanddetailing.com/ www.PMHOKC.com Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Coached to Success HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/
Is your company protected against cyber attacks? On this episode of the podcast, I am talking with Scott McCrady. Scott is the CEO of SolCyber, which provides Managed Security Services. Scott has 25 years of experience working in the areas of networking, telecommunications, and information security. He has experience with large corporations (like IBM and EDS) and several technology startups. During our discussion, Scott shares tips and experiences to help tech companies successfully implement cybersecurity in their organization. For example, he shares critical cybersecurity tools that increase the security posture of small- to mid-sized companies. I'm sure you will get value from this discussion with Scott, and you will learn how to strengthen your company's cybersecurity. “The customers love it because they get a best-in-class security program in a per user, per month model.” – Scott McCrady Today on the Tech Leader Talk podcast: - The “modern engagement model” for cybersecurity - Finding the business reason people want to buy your product - De-risking a company's operational security and financial standpoints - Focusing on solving business problems - Identifying your core skill set Book recommendations: The Power of Positive Thinking by Norman Vincent Peale https://www.amazon.com/Power-Positive-Thinking-Ultimate-Grapevine/dp/9356617465 Only the Paranoid Survive by Andrew Grove https://www.amazon.com/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139 Connect with Scott McCrady: Website: https://solcyber.com/ Email: scott@solcyber.com LinkedIn: https://www.linkedin.com/in/scottmccrady/ White Paper (Protection Guide for Tech Startups): Free download: https://stevesponseller.com/guide Thanks for listening! Be sure to get your free copy of Steve's latest book, Cracking the Patent Code, and discover his proven system for identifying and protecting your most valuable inventions. Get the book at https://stevesponseller.com/book.
“Simply put, we protect the go-to-market worldwide,” says Guy Tytunovich, Founder and CEO of Cheq.ai who created the category of go to market security. During his ten years working in government cybersecurity, Guy realized that there are attack factors and vulnerabilities that most people within the company know nothing about. Cheq.ai was founded to predict all of these vulnerabilities, even the ones the client doesn't recognize. Today, the company is valued at $1 billion. Guy discusses what led to the decision to create a category, and the obstacles involved. While building his business, he was given two major opportunities that turned out to be the worst thing that ever happened to him. He discusses what they are as well as why entrepreneurs are–and should be–anxious at all times. He reveals the importance of perseverance, the uselessness of following the playbook and the most important thing to read (hint: it's not a book). Quotes: “Product market fit is a relative thing.” (12:16-12:19 | Guy) “I found that a lot of times, the perception is that the problems go away as you scale. But my experience has been that that's not the case.” (14:35-14:42 | Brendan) “What stays constant is the fact that you need to be, in my opinion, at least as an entrepreneur, as a CEO, for you to evolve with the company, you need to remain incredibly obsessed. And incredibly anxious. Always.” (17:00-17:19 | Guy) “We had this thesis or hypothesis: if you throw your fishing net out there, you're going to catch 100 fish, but one of them is going to be really big tuna.” (24:31-24:48 | Guy) “The playbook is worthless, unless you have incredible people. The playbook is worthless, unless you have incredible culture, the playbook is worthless, unless you have a certain amount of product market fit. At the very least, the playbook is worthless, if you are not a reasonable person who doesn't make decisions on a whim. Execution is more important than anything. If you don't know how to follow the playbook, you're not going to be successful.” (36:45-37:24 | Guy) “I think a lot of entrepreneurs fall for the romanticism of talent and genius, and we make that mistake. And hire people with a lot of talent and a lot of promises that have a lot of experience, which is significantly more important than talent.” (48:25-48:44 | Guy) Connect with Brendan Dell: LinkedIn: https://www.linkedin.com/in/brendandell/ YouTube: https://www.youtube.com/c/BrendanDell Instagram: @thebrendandellTikTok: @brendandell39 Buy a copy of Brendan's Book, The 12 Immutable Laws of High-Impact Messaging: https://www.indiebound.org/book/9780578210926 Connect with Guy Tytunovich:LinkedIn: @guytytunovichCheck out Guy Tytunovich's recommended books: The Hitchhiker's Guide to the Galaxy by Douglas Adams https://www.indiebound.org/book/9780345391803 Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company by Andrew S. Grove https://www.indiebound.org/book/9780385483827 Please don't forget to rate, comment, and subscribe to Billion Dollar Tech on Apple, Spotify, or wherever you listen to podcasts! Use code Brendan30 for 30% off your annual membership with RiverSide.fm Podcast production and show notes provided by HiveCast.fm
Good morning everyone! Thank you for tuning in to the Motivated Entrepreneurs podcast. Today we have a quote of the week. "Only the Paranoid Survive." I hope you like this episode. Give a listen. Listen on Spotify: https://spoti.fi/2VkXGHq Listen on Apple Podcast: https://apple.co/39TYebQ Motivated Entrepreneurs Website: https://motivatedentrepreneurs.co.uk/ Please Like, Share, and Subscribe to Motivated Entrepreneurs Youtube Channel: https://bit.ly/3eA64u5 Cheers, Dean
“To get me stop, they're going to have to pry the microphone out of my cold dead hand”. Hot on the heels of his hugely popular appearance on ‘Invest Like The Best', David Senra joins a marathon episode of Infinite Loops to discuss obsession, education, optimism, podcasting, and so much more. Unsurprisingly, this one is not to be missed. Important Links: Founders Podcast Founders on Colossus David's Twitter David's Substack Runnin' Down a Dream - Bill Gurley Show Notes: David's grandfather, refugees, and risk-taking Why reading history raises our ambition Obsession and genetics Why founders are the most important people in the world Our failing education system “To get me to stop, they're going to have to pry the microphone out of my cold dead hand” “Don't do anything that somebody else can do” Societal responses to change, predicting the future The benefits of small teams “Plan B should be to make plan A work” Optimism, risk and the bridge of nihilism Why you need to start a podcast “History doesn't repeat, human nature does” AI and art The internet is the greatest variance amplifier in history “You can't fake passion” Infinite networks Luck, burnout, learning and excuses “Don't be surprised if your best idea comes 30 to 40 years into your career” The blueprint for a great day Pick the right heroes Books Mentioned: Am I Being Too Subtle?: Straight Talk From a Business Rebel; by Sam Zell The Sugar King of Havana: The Rise and Fall of Julio Lobo, Cuba's Last Tycoon; by John Paul Rathbone The Hypomaniac Edge: The Link Between (A Little) Craziness and (A Lot of) Success in America; by John D. Gartner One Summer: America, 1927; by Bill Bryson Reluctant Genius: The Passionate Life and Inventive Mind of Alexander Graham Bell; by Charlotte Gray Born of this land : my life story; by Chung Ju-yung Shoe Dog; by Phil Knight Pulitzer: A Life in Politics, Print, and Power; by James McGrath Morris Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company; by Andrew S. Grove Time to Make the Donuts: The Founder of Dunkin Donuts Shares an American Journey; by William Rosenberg Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration; by Ed Catmull The Tao Te Ching; by Laozi My Life & Work - An Autobiography of Henry Ford; by Henry Ford One from Many: VISA and the Rise of Chaordic Organization; by Dee Hock Zanies: The world's greatest eccentrics; by Jay Robert Nash
Indus Khaitan, the CEO and founder of Quolum, spoke to Rudolf Falat, founder of the Voice of FinTech podcast, about helping businesses manage their many subscriptions to software services and save money!Here is what they talked about: Indus' background and entrepreneurial journey What does Quolum provide? What's the problem you are solving? Why SaaS? What's different between Quolum and other Saas companies out there? What's Quolum's technology angle? What is the secret recipe to growth at a company? How does one transition from a small startup to a big corp? What is the experience of being an immigrant founder in the US? How does Quolum make money? Favorite business books: 3Com: The unsung saga of the Silicon Valley startup that helped give birth to the Internet—and then fumbled the ball and Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company What's the best way to reach out: Indus Khaitan (LinkedIn)
Even booming companies are laying off workers and talking up concerns about an economic downturn
#THATSWHATUP Show! ON THE CAMPAIGN TRAIL w#Trista4SenateGov&Prez! #comedy #music #politics
Medical Malpractice lawsuits, anyone? Anyone? Enjoy it! If you do, give me a five-star review!
The Twenty Minute VC: Venture Capital | Startup Funding | The Pitch
Tony Fadell, often referred to as the father of the iPod is one of the leading product thinkers of the last 30 years as one of the makers of some of the most game-changing products in society from the iPhone and iPod to more recently founding Nest, creating the Nest Thermostat, leading to their $3.2BN acquisition by Google. Tony recently released Build, this is a masterclass taking 30 years of product and company building lessons and packaging them for you, check it out here. In Today's Episode with Tony Fadell: 1.) Everything Great Starts Small: How did Tony make his way into the world of product in the early days? What were his biggest takeaways from the massive flop of General Magic? How did Tony come to Apple and what were the early creation days of iPod and iPhone? 2.) Data and Brand: Does Tony believe great product building is art or science? When should teams listen to their gut vs the data? When was a time that Tony listened to his gut? When was a time Tony listened to the data? How did each situation evolve and turn out? How does Tony think about creating a truly special first mile experience? Where do so many companies go wrong in the first mile today? How does Tony balance between business decisions (COGs etc) and product decisions that will delight customers? 3.) Lessons from Steve Jobs on Product Marketing: How does Tony define great product management? Why do so many people get it wrong? What are Tony's biggest lessons from working with Steve Jobs on what makes great product marketing? Where does Tony see so many companies make the biggest mistakes when it comes to messaging? What is the difference between messaging, marketing and communications? 4.) Hiring Product Teams: What are the clearest signals of the best product talent when interviewing them? What questions does Tony always ask product people to determine quality? How do great product teams remain upbeat when launches fail and remain modest when they are wildly successful? 5.) Apple Watch, iPod and Apple HiFi: Why was the product messaging for the Apple Watch wrong in the early days? How did it change? Why was the iPod a bad business until the 3rd Generation? What changed? Why did the Apple HiFi fail? How did that impact Tony's mindset? Mentioned in Today's Episode with Tony Fadell: Tony's Favourite Book: Only the Paranoid Survive
Evangelicals often take a dismissive or even smug attitude towards the decline of the mainline denominations. They'd be will served instead to ask themselves some tough questions like, "Why isn't the same thing going to happen to us?"
Whether it's the virtual assistant on your phone, a chatbot in your mobile banking app or on a website, we've all experienced the good and the bad of virtual agents. Everytime there's a negative experience we blame the technology. Yet conversational AI interfaces have reinvented the way we interact with the world. In this podcast, Don White, the CEO of Satisfi Labs, shares his takes on this topic. We discuss where AI fits and how to build success AI assistants by focusing on specific tasks. To mix things up, I also asked Don for his opinions on the meta verse.You can follow Don White on Twitter at @TheDonnyWhite and @satisfiOn LinkedIN athttps://www.linkedin.com/in/don-white-he-him-9a9bb69Maribel Lopez on Twitter at @MaribelLopez On LinkedIN https://www.linkedin.com/in/maribellopez/Website for Don https://satisfilabs.comBook mentioned - Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company By Andy Grove - An oldie but a goodie!
Whether it's the virtual assistant on your phone, a chatbot in your mobile banking app or on a website, we've all experienced the good and the bad of virtual agents. Everytime there's a negative experience we blame the technology. Yet conversational AI interfaces have reinvented the way we interact with the world. In this podcast, Don White, the CEO of Satisfi Labs, shares his takes on this topic. We discuss where AI fits and how to build success AI assistants by focusing on specific tasks. To mix things up, I also asked Don for his opinions on the meta verse.You can follow Don White on Twitter at @TheDonnyWhite and @satisfiOn LinkedIN athttps://www.linkedin.com/in/don-white-he-him-9a9bb69Maribel Lopez on Twitter at @MaribelLopez On LinkedIN https://www.linkedin.com/in/maribellopez/Website for Don https://satisfilabs.comBook mentioned - Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company By Andy Grove - An oldie but a goodie!
Win loyalty by building bedrock relationships. Founder and President of FinListics, Stephen Timme walks us through his journey from finance professor to fintech entrepreneur and bringing financial insights down to the sales floor.Building relationships is at the core of any business. Whether it's a Founder/CEO consistently checking in with the team, or enabling your sellers to better build relationships with prospects, progress happens when trust is established. Learn to focus on your client's goals and strategies, and see the value of doing more than just landing a sale–making a real difference in people's lives.3 Key TakeawaysBuild trust with prospects by identifying their goals and strategies and demonstrate that you understand their business. Leaders - Cultivate an atmosphere of mentoring in sales to tackle the fear of selling on your teams.Make time for your team, don't forget they're the ones that push your business forward! ResourcesFinListics.comStephen's emailStephen's LinkedinInsight-Led Selling by Stephen Timme and Melody AstleyOnly the Paranoid Survive by Andrew S. GroveScaling Up by Verne HarnishGet involved with Sunshine on a Ranney Day and Camp Trach Me AwayAboutDr. Stephen Timme is the founder and president of FinListics. Over the past two decades, FinListics has helped dozens of companies and thousands of sales professionals better serve their clients by boosting their knowledge of finance and relevant metrics and how their solutions relate to business goals and challenges. FinListics' Insight-Led Selling provides the business, industry, and financial insights needed to speak the buyer's language.
Brad Redding (Connect on LinkedIn and Twitter) and Co-Founder & CEO of Rockerbox, Ron Jacobson (Connect on LinkedIn), go deep into the world off OTT, CTV, podcast, and other data & attribution lessons that brands like Rothys, FIGS, and other Rockerbox customers are solving for. Plus you'll learn what to think about when starting to move marketing budgets outside of Facebook and Google. Show Notes:(01:30) - Rockerbox 101(03:20) - What do in-house data teams look like(08:50) - What happens beyond measuring Facebook and Google (15:00) - Expect data to be taken away(17:50) - OTT insights to action(23:00) - What can go wrong (28:10) - Only the paranoid survive (32:10) - Do UTMs work for just FB and Google -----We release 2 new episodes every week that go deep into the world of tracking, analytics, and conversion optimization. Be sure to subscribe so you never miss an episode.-----Links Referenced:https://www.getelevar.com/https://www.rockerbox.com/Google Sheets Starter Pack from Rockerbox
Key Points: How Verblio got their start (01:02) Steve explains who (and what) Verblio is competing against (04:35) How Verblio is attracting top talent (07:33) Steve talks about scaling while maintaining content quality (08:08) What Verblio is doing to build brand reputation (08:37) My thoughts on the importance of story-based marketing over fact-based marketing (09:06) Steve talks about the sales channels Verblio is exploring at this stage in their growth (11:42) My take on why timing is so important when entering a rapidly growing market (13:42) Steve's thoughts on product strategy and competing on value (15:00) I explain why identifying your company's uniqueness can lead to success (16:12) Why Verblio chose to focus on digital marketing agencies (17:58) Verblio's strategy for future growth (20:14) My thoughts on avoiding commoditization in mature categories (21:21) Wrap up (24:20) Mentioned:VerblioSteve PockrossScott YatesWade GreenHow Ross Hudgens focused on high quality clients, content and services to grow Siege MediaMimi TurnerThe magical science of storytelling, David JP Phillips“Only the Paranoid Survive” by Andrew GroveRoger MartinMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL
Welcome to the What's Next! podcast with Tiffani Bova. This week I am thrilled to bring you this episode of the What's Next! Podcast with Robert Siegel! Robert is a Lecturer in Management at the Stanford Business School. He researches strategy and innovation in both large and small companies, and how companies combine digital and physical solutions for their customers. He is also a general partner at XSeed Capital and a venture partner at Piva Capital. He sits on the board of directors of Luumopen and Avochato. Robert was previously general manager of the video and software solutions division for GE Security, with annual revenues of $350 million, and executive vice president of Pixim, Inc. (acquired by Sony). He is the co-inventor of four patents and served as lead researcher for Andy Grove's best-selling book, Only the Paranoid Survive and recently published his own book, The Brain and Brawn Company. I am so excited to bring you this episode of the What's Next! Podcast with Robert Siegel! THIS EPISODE IS PERFECT FOR… those leaders who want to learn how companies successfully combine digital and physical solutions. TODAY'S MAIN MESSAGE… The big takeaway here is that incumbents are not doomed, and disruptors are not ordained. WHAT I LOVE MOST… the value of understanding the fluidity and fusion between the physical and digital worlds we exist in. Running time: 33:38 Subscribe on iTunes Find Tiffani on social: Facebook Twitter LinkedIn Find Robert online: Official Website Twitter LinkedIn Robert's Book: The Brains and Brawn Company
Guest Bio: Rita McGrath is a best-selling author, sought-after advisor and speaker, and longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing. As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights. She has also founded Valize a companion company, dedicated to turning those insights into actionable capability. You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath. For more information, visit RitaMcGrath.com. Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139 Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath: Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku: Was it at that point that you decided to go for your PhD? Rita McGrath: And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people- that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku: Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku: And how did you cope? Rita McGrath: Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku: I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath: Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku: I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku: Sometimes I ask my children, am I a good mom? Rita McGrath: I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku: Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku: Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath: Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku: That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath: Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku: So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath: Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku: Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath: Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku: Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath: You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku: True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath: Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku: That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath: Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku: Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku: Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku: Okay. Are you on social media? Rita McGrath: Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku: Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath: I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath: Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku: Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.
Under Andy Grove's leadership, Intel became the world's largest chip maker and one of the most admired companies in the world. In Only the Paranoid Survive, Grove reveals his strategy for measuring the nightmare moment every leader dreads--when massive change occurs and a company must, virtually overnight, adapt or fall by the wayside--in a new way. Grove calls such a moment a Strategic Inflection Point, which can be set off by almost anything: mega-competition, a change in regulations, or a seemingly modest change in technology. When a Strategic Inflection Point hits, the ordinary rules of business go out the window. Yet, managed right, a Strategic Inflection Point can be an opportunity to win in the marketplace and emerge stronger than ever. Grove underscores his message by examining his own record of success and failure, including how he navigated the events of the Pentium flaw, which threatened Intel's reputation in 1994, and how he has dealt with the explosions in growth of the Internet. The work of a lifetime, Only the Paranoid Survive is a classic of managerial and leadership skills.
Bill Davidow has been a high-technology industry executive and a venture investor for more than 30 years. In 1985, he founded Mohr Davidow Ventures, a venture capital firm and continued as an active advisor after stepping down as a general partner. Davidow is the author of Marketing High Technology and a co-author of Total Customer Service and The Virtual Corporation. While at Intel, Bill served as senior vice president of marketing and sales, vice president of thmicrocomputer division and vice president of the microcomputer systems division. Prior to Intel Corp.,Bill worked in various managerial positions at Hewlett Packard and General Electric. Bill's community involvement extends to serving on the boards of California Institute of Technology and Stanford Institutefor Economic Policy Research. He also sits on the Foundation Board of the University of California, San Francisco, and on the Board of the California Nature Conservancy.Bill earned a bachelor's degree in electrical engineering from Dartmouth College, a master's degree inelectrical engineering from both Dartmouth College and the California Institute of Technology, and a doctorate in electrical engineering from Stanford University. In this episode, Bill talks about: - His latest book "The Autonomous Revolution" - Maladaptation to Virtual spaces - His advice on venture funding - Role of exponential technology in our lives Bill Davidow's latest book is "The Autonomous Revolution: Reclaiming the Future we've sold to Machines", which he has co-authored with Michael S. Malone. We are at the dawn of the Autonomous Revolution, a turning point in human history as decisive as the Agricultural and Industrial Revolutions. More and more, AI-based machines are replacing human beings, and online environments are gathering our data and using it to manipulate us. This loss of human autonomy amounts to nothing less than a societal phase change, a fundamental paradigm shift. The same institutions will remain--schools, banks, churches, and corporations--but they will radically change form, obey new rules, and use new tools. Many of the book's recommendations--such as using taxes to control irresponsible internet behavior and enabling people to put their data into what are essentially virtual personal information "safety deposit boxes"--are bold and visionary, but we must figure out how we will deal with these emerging challenges now, before the Autonomous Revolution overcomes us. Links: www.davidow.com LinkedIn: https://www.linkedin.com/in/william-davidow/ --- Support this podcast: https://anchor.fm/shobhana-viswanathan/support
While waiting for the Season 2, please enjoy these greatest hits from Season 1Saurabh Atre is the Chief Business Officer at L&T Technology Services Limited (LTTS) Some of his top insights for B2B sales professionals :- 'You never really lose a deal, you always get outsold '- Having empathy is the key...... every sales person should have empathy.- The importance of having a coach during a deal and how to develop one.- We learn from every deal loss - don't miss out on the steps .... stick to the fundamentals.- Bringing design thinking principles to sales - Avoid 'Balti Ulta' phenomenon (you have to listen to the episode for this)- How to keep a distributed sales team motivated & performing at the highest level.....and many more great points around selling into enterprises. He also referred to his favorite books - 'Only the Paranoid Survive' by Andy Grove and 'Great By Choice' by Jim Collins.Saurabh is hiring for multiple sales roles (Individual contributors and Sales Management) , if you are interested please write to zia@sellingtoenterprises.comSaurabh has previously held sales & business leadership positions with Tata Consultancy Services, Tech Mahindra, MindTree & Wipro Technologies.Please give it a listen and please share your feedback at zia@sellingtoenterprises.com
Abstract: How are boards of directors of major companies coping in 2021 with the increasing expectations from so many stakeholders? How are boards equipping themselves to meet the challenge of overseeing large global organizations? In this episode of the Principled Podcast, Marsha Ershaghi Hames, Partner at Tapestry Networks, guest hosts a conversation about the critical role boards play in shaping ethical corporate culture with Don Cornwell, an accomplished corporate leader who currently sits on the boards of AIG, Natura & Company, and Viatris. Listen in as Marsha and Don talk about the importance of intention when making decisions at the board level—especially as it relates to diversity, mentor sponsorship, and professional guidance. [1:28] Guest Don Cornwell's diverse background and pioneering career journey. [3:25] Where are we now in terms of diversity on Wall Street? [9:22] Where is the U.S. going wrong in terms of maximizing capital and production? [13:12] How can boards and corporate leaders take the first steps to open doors and drive intentional sponsorships while navigating DEI? [21:08] How can boards begin to transform their own culture? [26:09] How boards can take action to cultivate ethical culture given the context of these times. Additional Resources: Article: Father and Son Investment Bankers Describe Wall Street Regrets [Subscription required] Featured guest: Don Cornwell retired as chair and CEO of Granite Broadcasting Corporation in 2009, a company he founded in 1988. Granite developed from an entrepreneurial idea into a diverse company operating 23 channels in nine television markets and became one of the nation's 25 largest television station groups. Previously, Don was employed for 17 years in the Investment Banking Division of Goldman Sachs. While at Goldman Sachs, he was engaged in public and private financing and merger and acquisition transactions for publicly traded and privately-owned companies, with a primary focus on consumer product and media companies. In addition to transaction responsibility, he served as the chief operating officer of the Corporate Finance Department from 1980-1988. Currently, Don serves on the board of directors of AIG, Inc., Natura Holdings, Viatris Inc. and Blue Meridian Partners, Inc. Don is also a trustee of Big Brothers/Big Sisters of NY. At AIG, he is Chair of the Compensation and Management Resources Committee and a member of the Nominating and Corporate Governance Committee. Don served on the boards of Pfizer from 1997 to 2020, Avon from 2002 to 2020, and CVS Caremark Corporation from 1994 until 2007. At Pfizer, he was Chair of the Audit and Regulatory and Compliance Committees and a member of the Nominating and Corporate Governance and Science and Technology Committees. Viatris was created as a public company as a result of a strategic merger of Pfizer's Upjohn business with Mylan Inc. At Avon, he was Lead Director of the board, Chair of the Finance and Strategic Planning Committee and a member of the Nominating and Governance and Audit Committees. Avon was acquired by Natura in 2020. Don previously served on the board of Occidental College, the Advisory Council of Harvard Business School, the MS Hershey School and Trust, the Wallace Foundation, the Edna McConnell Clark Foundation and as Chair of the Board of the Telecommunications Development Fund appointed by the Chairman of the FCC. Don received his BA from Occidental College in 1969 and MBA from Harvard Business School in 1971 and has been honored as Alumnus of the Year by both institutions. Featured Host: Marsha is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement. Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc. a global governance, risk and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority. Marsha has been interviewed and cited by the media including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics and more. She hosted the “PRINCIPLED” Podcast, profiling the stories of some of the top transformational leaders in business. Marsha serves as an expert fellow on USC's Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc. an integrative supply chain advisory firm and Compliance.ai, a regulatory change management firm. Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional. Transcript: Intro: Welcome to the Principal podcast brought to you by LRN. The principal podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Marsha Ershaghi Hames: How are boards of directors of major companies coping in 2021 with the increasing expectations from so many stakeholders? How are boards equipping themselves to meet the challenge of overseeing large global organizations? Hello, and welcome to another special episode of the Principled podcast, where we continue our conversations about the critical role boards in shaping ethical corporate culture. I'm your guest host, Marsha Ershaghi Hames, a partner at Tapestry Networks. And today, I'm pleased to be joined by Don Cornwell, an accomplished corporate leader who currently sits on the boards of AIG, Natura & Company, and Viatris. Don, thank you for coming on the Principled podcast. Don Cornwell: Marsha, thanks for the invitation. I look forward to our conversation. Marsha Ershaghi Hames: Excellent. So Don, let's share with listeners a little bit. You've had a very unique background from your early career at Goldman Sachs to founding and leading Granite Broadcasting, which at its peak, was the largest African American-controlled television broadcasting con in America. You've continued to lead a distinguished career of service on both corporate and nonprofit boards. Could you tell our listeners just a little bit more about your amazing journey? Don Cornwell: Well, I've done a lot of moving around for a kid who was born in segregated Oklahoma in 1948. My family moved to the Pacific Northwest when I was five, so they could frankly continue their careers as educators. And so I lived in Tacoma, Washington, until I graduated high school in 1965, then left to attend Occidental College in Los Angeles, followed immediately by a move to Boston to attend Harvard Business School. And from there, often New York to join a considerably smaller Goldman Sachs. As you know, I left Goldman Sachs in 1988 after 17 years. I started a business, you've referenced it, Granite Broadcasting Corporation, and we built that for 20 years. And then I left the company and essentially went into so-called retirement, which I've failed at miserably and have continued to serve on corporate boards. You didn't mention, I have to mention, Pfizer and Avon and CVS. I've been very proud of my association with all three of those companies. So I wouldn't want to pass that. Marsha Ershaghi Hames: Well, you mentioned your journey with Goldman Sachs. You had joined their investment banking department in the early '70s. And I actually was reflecting on that fantastic interview with Bloomberg, the profile with you and your son last year. Your story is very pioneering for African Americans working on Wall Street. As you look back on that experience, what are some of your observations on diversity on Wall Street, and essentially the being the only one in the room? Has there really been progress? Don Cornwell: So I did the interview, the Bloomberg interview with my son, because I thought it provided a context of experience by African American professionals over a significant period of time. I started at Goldman Sachs in 1971 and he joined, I should say, after I graduated from Harvard Business School. And he joined Morgan Stanley in 1998 after he graduated from Stanford Business School. I am shameless about promoting the article. So if any of your listeners have an interest, they should check it out. On your question, so I would say the industry is making what I call directionally correct movement. That's a good thing, but I guess I'm at an age in life where I can say that I think the progress is too slow and I think it's not deep enough. And so in making that comment, I can point to some really terrific success stories at various financial firms. And by financial firms, I'm incorporating everything from banks and insurance companies to the typical Wall Street firms that you think about. But in thinking about those success stories, I'm hard pressed to find what I would call an adequate pipeline of aspiring and qualified young professionals available for the succession planning of the future. I've found, in my career, that when you build a pipeline, and that's something that Pfizer talks about a lot, but when you build a pipeline of talent, the issues that we're discussing become somewhat moot. However, when you don't have a pool of talent, you then find yourself scrambling to, and I put quotes around the word "improve," from a very unimpressive baseline. And frankly, in this day and age, that does not go unnoticed by shareholders, and stakeholders, and society. So I guess I would give the industry a mixed grade. I think it's getting better. I think that there's some great success stories that I read about and know about, but much more work to be done. Marsha Ershaghi Hames: Speaking of that, I actually read another article or a derivative article. And I read a quote here that said "Wall Street has a problem with black excellence." And most super successful people on Wall Street are just excellent at what they do and how they got there. However, when someone is excellent as an African American, it is not embraced. How does that sort of land with you or resonate with you? Don Cornwell: Well, it's an interesting observation. I don't know where it comes from. I think I would sort of turn it just a little bit to say that I felt, in my time, that the process of growing in a career, no matter who you are, requires an effect. What I would describe as someone who intentionally wants to see success. So the observation, to be candid that I've made about the financial community, I think, is a problem across industry and the country. I think we simply have not done enough to hire, encourage and retain young people of color, or women, in general industry. I think that we leave a lot of talent behind. We're getting better, but we leave a lot of talent behind. So when I talk about, I have a theme of being intentional about a success experience, I can certainly say that each and every one of the success stories that get spoken about a lot, people like Ken Chenault that Ken Frazier, just to name a few, and I can name many, many others, that they can point to those moments in their careers where they were given a helping nudge along the way. And so I'm sort of simple minded about it, which is that if people in power want to see success in that regard, they have to be intentional about it. It has to be something that's on their mind. They have to insist on it. And quite frankly, when decisions, tough decisions. Have to be made as to whether somebody's performing or not, they have to be willing and not afraid to call it. Because as I said, everybody isn't going to make the cut, but it's great if people can feel comfortable that they have that opportunity. In the Bloomberg interview, and I hope you don't mind my going on at lengthy here a little bit, but this is one of my favorite topics. I spoke about intentional sponsorship. That's my theme. And I spoke about it in context of senior managers. I read, referenced a fellow that I called my very best boss ever. He has unfortunately passed away. His widow read the interview and called me and was quite amazed at how I felt about this. And I think she understood things that I had said to her over the years about how important he had been to my life and my family's life in terms of my own success. So I always say that during that eight year period, when I had his sponsorship within Goldman Sachs, and by the way, he wasn't necessarily a great guy. I've had people contact me after the interview and say, "Well, he wasn't very nice to me." And so I get that, but I do know that once he asked me to join his team, then I became part of the team and he became my advocate. And that was the best period of my career at Goldman Sachs. And quite frankly, my worst periods were when I didn't have that guidance. I think, and I hope you'll let me go on just a little bit longer, but I think that as a country, we're not maximizing our human capital. We see that every day as we work our way through the pandemic. I mean, think about it. Human capital, with a bit of help from our global partners, came up with multiple ways to stop the coronavirus. Okay. I mean, that's amazing if you think about it. I mean, we're all somewhat concerned these days about the continuation of variants and issues about whether you get a boost, et cetera. But the facts are is that we found a way, in a very, very short period of time, to bring a halt to this really vicious virus. And so that's the wonder. On the other hand, we are also picking up the newspaper and learning that we are short of people to do the most basic jobs, as well as, quite frankly, many of those requiring much more in the way of skills. As a country, I think we've given up on our public education system. It used to be an advantage for us. We spend a lot of time bashing teachers and so forth, and fighting about the curriculum and so forth. We're resisting efforts to train people. We need the labor, but we don't want the cheap labor coming across the border, even though we don't necessarily have the labor to fill many of those jobs. And I'm going to be a little controversial in my next comment, and you guys can edit this out if you want. But I have long said that the country long benefited from structural inequity/ if you think about the quality of teachers we had many, many years ago, when one of the best jobs available to a bright woman or a person of color was as a teacher. And I used my mom as an example, she finished first in her class in college in 1942. There were no corporations or financial institutions on her campus aggressively recruiting, particularly at an HBCU. And so society benefited because you had this class of individuals who were largely directed into a profession that was the best available to them, and we're indebted to them, but that's changing. And without getting into the debate about teachers, and quality, and what have you, that's changing. And that's a debate for another day, but it goes back to my opening comment, which was that we're not spending enough time maximizing human capital. And I think that's a problem. And it ties back to DEI. It ties back to ESG. It ties back to a lot of things that we might talk about. So I'll pause there. I know I'm talking too long. Marsha Ershaghi Hames: No. Yeah. So first of all, Don, I mean, you are touching on some very, very timely issues that, I mean, companies are exploring ways to essentially future proof talent models that clearly we've got an inequity, as you say, of infrastructure and how organizations go to recruit and build their pipeline. So when I sometimes hear the comments of, "There isn't a pipeline," or "We are not able to build a pipeline." Sometimes, I often think, "Where are you looking?" And there are some organizations today that are starting to try to build bridge around skill mobility, bridges into minority serving institutions. You mentioned HBCUs. But to go and to build recruitment pipelines to offer opportunities in other types of fields that may not have been historically or traditionally built into that recruitment infrastructure. So you're really touching on an important point that we probably should set up another conversation to unpack acutely. However, you earlier also mentioned this kind of societal shift that's a lot of pressure from company consumers, and stakeholders, and investors on companies to take more responsibility. And I like how you share your reflection on that intentional sponsorship by this mentor in your life. I am wondering, in the area that you sit today from your vantage point, how can boards, how can corporate leaders take those first steps to, whether it's mentorship programs, or to be more prescriptive or surgical in driving this notion of, "We need to open doors. We need to find ways to design more intentional sponsorship." Are these conversations happening within the board? Because I know, again, this is unique to your story. And I've heard other similar stories where it was that one mentor or sponsor who took them under their wing and just offered the difficult, often difficult guidance, to chart out the path. But how can we do more of that? Because clearly, the pressure's there for companies to take responsibility, but it's the how part, it's the pragmatic. What are the steps to activate that? What are your thoughts on that and what are you hearing or observing from where you sit today? Don Cornwell: So I think every board room where I have the honor of residing, the topics on the table, the topic is one of discussion and there's work being done and reporting out on the topic. So I think it's on the agenda. I'm not sure, from my perspective, whether corporate boards today really recognize that these societal forces that we think about, how powerful those items are for the future, that we get very caught up in a variety of other topics, which are also very, very important. And I'm sure you'll ask me about a few of those at some point here. But I do think that, and to some degree, this kind of gets to one of the notions that I have about the composition of boards, which is the notion that we actually need more people in the room with not only courage to ask tough questions, but also a wider lens in many instances, because I'm not sure that we're really necessarily seeing what's coming at us from a lot of different angles. If I can go back to the comments I made about diversity and inclusion, and a little bit ESG that you had asked about that, I really think these are societal forces that are starting, whether we want it to or not, to drive the corporate board agenda. So just a couple of thoughts. Can you imagine what the board discussions in Facebook are like these days? Or if you've been following Netflix. Could be a more successful company, quite frankly than either of them. All right. I mean, Facebook was founded... My daughter is 36 now, and she's a 2007 graduate of college. And I remember when she was a freshman, she and all of her friends were talking about whether or not they would sign up for Facebook, which had only been started maybe two years before they were to be freshmen. And Facebook's the bad people, there's all kinds of negative things being said about Facebook, but just look at the corporate and business success or Netflix. I mean, my God. How many times did I find the little red envelopes around my house that had never been returned? And talk about a success story. But what are they talking about at those boards? They're talking about all the issues that here on cable television 24/7. At Netflix, you're talking about comedian who has decided to be less than politically correct in the way he talks about things. And so that raises all kinds of challenges about speech and what's appropriate. But then you move from that and you've got, [inaudible 00:16:55] Exxon. My God, what could be more... There it is, Exxon. And you literally have activists find a way with major shareholders to challenge their corporate strategy. And it's front and center around climate and sustainability. What are you doing? And they end up changing out board members. And then there's one that you may or may not have heard of, but I pay a lot of attention because of my history in the broadcast business. It's a company called Tegna, which is essentially the old Gannett company's television station group, which is quite a large group. And they have been under attack for three years by a very, very sophisticated activist shareholder. And his primary focus, his primary focus has been on the treatment of people and particularly the treatment of people of color within the company. And it's been kind of a fascinating thing to watch. The corporate, the board has succeeded in being reelected each year, but the noise gets louder and louder. And at the current time, that activist has now joined forces with one of the major private equity firms and has made it an offer to who buy the company. And so that board is very much under siege. And so I see these forces from society demanding a seat at the table. And quite frankly, these are not the topics that are ever at all candor on the agenda in most instances. You get me started on this, so I apologize, but you think about the tensions that corporations are having to navigate as between national and global interest. Anybody that's doing business in China, those of us who deal with compliance, and risk, and what have you, we spend all of our time thinking about China as a compliance issue. But you've got geopolitical stuff there. I mean, don't go to China and start talking about your great relations in Taiwan. And they've got their views about data privacy. And quite frankly, beyond China, just across the globe, there are views about that. And so that's my way of saying that boards are being forced by the outside world to think about stuff, including the issues... DEI is not just a, "Oh, we got to check that box." Okay. In my opinion, it's part and parcel of so much that's going on out there that boards are having to deal with. Then, of course, we've got to deal with cyber. I mean cyber's going to destroy us if we're not careful. Compliance and ethics is an amazingly significant issue. If you saw yesterday that the whistleblower in the LIBOR scandal is getting a $200 million payout. That's going to motivate a few people. And then I always finally point out, and by the way, we're hopefully coming out of a pandemic and we're going to be worrying about organizational culture, given that most of us have spent two years working remotely, and we got to figure out how to get back together again. So longwinded answer to your question and hopefully a little bit helpful. Marsha Ershaghi Hames: Yeah, no, no, very helpful. And I'm glad you've touched upon what we're witnessing in terms of this societal shift and the increased pressure from investors, regulators, employees, other stakeholders, just the demands on companies to show progress. Business resiliency, environmental climate transaction plans. And then, of course, there's no question in terms of not only human capital. And I don't really like the phrase human capital. Or natural capital sometimes is also on the climate stuff, but it's really our people, our talent and the innovations and the diversity of how they bring ideas to the table, can really transform and create a certain agility to business progressing. And as this is continuing to capture the board and corporate leaders' attention, I like the phrase when you said boards really are starting to get forced to think differently. And I want to unpack that a little bit. So you touched on culture. I want to start with this notion of transforming board culture. And you mentioned earlier having the courage on the agenda to maybe ask more difficult questions. But how can boards, or you have had such a distinguished career, both as an executive and on serving boards. How can boards really start to begin to transform their own culture? Before boards can take the step for oversight of culture within the organization, how do they turn the mirror back and reflect on themselves and take the steps to really help cultivate a transformation within their own board culture? Don Cornwell: Yeah. I'm probably more of a pessimist in all these things than many. And I don't know if that's helpful or unhelpful. My experience has been that crisis tends to drive focus, and we all get very comfortable doing what we do. We do it every meeting, whether it's four meetings a year or 10 meetings a year, whatever the case may be. And then it's when all of a sudden, we get something that comes in, sort of a curve ball that we're forced to try to get smarter. And so my best board experiences have been in situations where there is what I would describe as intentional diversity of voice around the table. And diversity has always thought about it from the context of gender, and ethnicity, and what have you. And I think those are very much part of it, but I also think that diversity of voice in terms of experiences and worldview is just so important. I have found that when you have that... So you have to start with the notion that you are not going to figure it all out, okay? That bad stuff will happen. And so you want to be prepared to react, but then you should spend time, not only trying to figure out the root cause... But I guess I think it was Andrew Grove, the guy who founded Intel. He had a book called Only the Paranoid Survive. And I've always found that to be, at least that my business experience, just so true. That there's a need to constantly scan the horizon, looking for what's coming over the hill, that you could just not imagine. And so I think that best boards are trying to find ways to empower the management teams, to scan the horizon, to think about risk, think about the unimaginable, think about what you do when the unimaginable happens. That's, I guess, my belief about it. I know a lot of people think that a lot of it has to do with the books and records and the control and so forth. And it certainly does, but I will tell you that I can go back and look at scandal after of scandal and crisis after crisis. And you discover that all that stuff that I just described, the books and records and stuff all seemed totally fine until you discovered that something else was going on that was much more difficult. And so I'm a big believer in trying to inject a bit of imagination, creativity, energy, new ideas, new perspectives in the boards. I'm a believer in having boards that have some longevity and some experience. I enjoyed, in my long career on the Pfizer board, ultimately being the one that the new directors would turn to and say, "Don, why did we do that?" Okay. And there was great value to that, but it was also time for me to go. And that I'm pleased to say that one of the people that was recruited in the context, not to replace me, but in the context of my leaving, Scott Gottlieb. Scott and I had gotten each other in a year of overlap, and anybody who's watched television, he's a very, very bright young person. And I just think that people who come to the party with different sorts of experiences can just bring so much to a board. And I urge boards to do that. I think some are trying hard. I think some are still, in my honest opinion, still checking boxes that satisfy the New York Stock Exchange, or some perceived notion of best practices, and not necessarily bringing enough wisdom and perspective to the boardroom table that can hopefully help management as they try to navigate their way through increasingly difficult times. So I'm talking too long. I'm going to stop there. Marsha Ershaghi Hames: No, then you're actually spot on, Don. I mean, when you say "Crisis tends to drive focus," I mean, and clearly you're drawing from, you've served on boards of so many highly regulated industries. You mentioned Pfizer, you've got pharma, you've got finance services and so forth. Tell me, when there is crisis, when there are ethical lapses, what role can boards do, especially in these times with these shifts that we're discussing in society? How can they really take action to cultivate ethical culture in the organization? What are the steps they can take there? Don Cornwell: So I don't want to get too specific, but I lived through one with one of my former boards, where the company ended up making a settlement with the government and writing a very, very large check to compensate for all sorts of perceived and admitted sins. I think that out of that, both management and the company clearly recognized that this had been an issue and that we needed to figure out how to do better. But the focus, which I greatly appreciated, and I had a little bit to do with leading, though lots of others were leading the charge, the focus had to do more with root cause, and how do we get there? What could we do to change? How could we make sure that the organization knew that that certain behavior was not part of what that company wanted to convey to the outside world? So that really became a major investment of time and resources on the part of the company and with regular reporting to the right committees, audit, and regulatory and compliance, and then ultimately, to the board, about just what was being done, not only to prevent a repeat of what had happened, but also to what was being done to make sure that, within the culture, everybody sort of knew what was expected? And to be candid, it was made a lot easier because the CEO was not, in any way, either conflicted or hesitant. Very strong views on the issue. And quite frankly, personally, very embarrassed by what had happened. So that's what I call, what do you do afterwards? And so you deal with it. I mean, we did the usual stuff of figuring out who needed to be appropriately treated, fired, terminated, remediated, what have you. We went through all that. But I think that the bigger learning, I think, for this company, and very much into it as I was leaving the board and I'm very much hoping that that will continue to be the case, was really what I would describe as, "So let's scan the horizon. Let's figure out how to identify the next issues and see if we can get ahead of it." And I mean, they literally formed a... I guess I hate to call it a committee, but I guess it's a committee, that on a regular basis, was effectively reviewing, within this particular part of their business, sales practices and new developments, et cetera, and looking at where there might be issues, my contribution, which I think they followed, was to find the person in their organization that nobody tended to like, who was not afraid to say, "But, sounds good, but..." And to empower them to find ways to reward the person for bringing an independent and a challenging viewpoint. That's hard in organizations. I don't know how well they did with that. I think they did some of it, but the point is that you're trying to be ahead of it. You're trying to recognize that bad stuff happens. That you can talk to the cows come home, but bad stuff happens and it will happen. And people for either evil reasons or innocent reasons sometimes go over the line, go where they shouldn't go. You just have to recognize that that's going to be the case. From a board perspective, I always took the position you have to recognize that. You have to make sure managers know that bad news can be delivered safely, that you're not going to all of a sudden have the hanging party go out because someone came in and told the audit committee that there had been an issue, but that what you really wanted was, "So how do we find this out? What are we doing about it? What do we think the causes were? What can we do better?" And then you go through the checklist. So again, not sure if I responded to your question, but I do think that boards are having to organize themselves around these challenges. And in my opinion, there are no right answers. There's no exact answer to any of it, which is why I always argue that you got to talk about it a lot. You got to recognize that sometimes the agenda of that's laid out isn't necessarily the agenda that you really need to be focusing on, and at least have some discussion about that, so that the person who might have a different idea can feel empowered to bring that idea up. Anyway, I'm going to stop there. Marsha Ershaghi Hames: You're hitting really excellent points. I feel like we could continue this for a good another hour because culture in and of itself, it's so elusive. And to your point, there's the agenda. And then there's the fuzzy noise. And how do we extract that clear focus? And while, so glad you said this, bad stuff happens, it'll continue to happen and crisis continues to unfold. However, I think it's, how do organizations take a step back and try to see, what are the lessons that we can learn? How can we be a little bit more acutely aware to try to identify these signals early? And how do we really foster a culture where management is also comfortable coming in and escalating, or bringing these to our attention sooner? Or what are the challenging questions we can ask of management to try to uncover these issues sooner? So it's sort of a mutual dialogue here, but clearly, Don, this is a conversation we could probably continue to have, but we're reaching the end of our time. And I have learned so much from you. I feel like I was intentionally sponsored today. So many new ideas are sparked in my head. So thank you so much for sharing your time and for joining us on this episode today. And I want to say to our listeners, this was a real special treat. We're just so thrilled to have Don share his reflections and experiences here. And I'm Marsha Ershaghi Hames. With gratitude for tuning in to the Principled podcast from LRN, and I'm going to sign off. Thank you. Outro: We hope you enjoyed this episode. The Principled podcast is brought to you by LRN. At LRN, our mission is to who inspire principled performance in global organizations, by helping them foster winning, ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.
Silicon Valley obviously has a rich history of technological innovations that have transformed technology and the world as we know it. But with increased competition and stringent policies coming from Washington, its landscape has shifted. Rob and Jackie sat down with Avram Miller, co-founder of Intel Capital and author of The Flight of a Wild Duck to discuss how the decisions made by Intel and other tech giants have impacted Silicon Valley and how policymakers can better support the IT industry. MentionedAvram Miller, The Flight of a Wild Duck, (BOOKBABY, 2021).Andrew S. Grove, Only the Paranoid Survive: How to Exploit the Crisis Points, (Currency Doubleday, 1996).Mark Zachary Taylor, The Politics of Innovation: Why Some Countries Are Better Than Others at Science and Technology, (Oxford University Press, 2016).RelatedRob Atkinson and Jackie Whisman, “The Real History of Silicon Valley and the Lessons It Holds for Innovation Policy Today, With Margaret O'Mara” (ITIF, 2020).Rob Atkinson and Jackie Whisman, “The Rise, Fall, and Reinvention of IBM, With Jim Cortada” (ITIF, 2021).Rob Atkinson, “Be Grateful for ‘Big Tech',” RealClearPolicy, June 6, 2018.
The first business leader to be labeled "paranoid" was Andrew Grove, the book's author. Grove was the most legendary CEO in Intel's history. In 1968, Grove participated in the founding of Intel Corporation.He single-handedly built Intel into one of the world's largest technology companies. The term "paranoid" in this book refers to the ability and determination of a leader to come forward during a life-or-death moment and save the day. In other words the ability to lead the team out of the valley of death using solid willpower and absolute conviction. The road of life is long, but only a few steps are critical. This also applies to enterprises. These key steps often determine the fate of an enterprise: when the enterprise is on the right track, it can obtain sustainable growth.Andrew Grove calls these critical steps "strategic inflection points" for the enterprise. They are usually caused by technological revolutions or changes in competitors and user groups.
In this episode, Jack talks with Noreen Beaman, President of Orion Advisor Solutions. It's been a year since the Brinker and Orion merger and Noreen is already harvesting the fruits of her efforts. The open-architecture experience she's bringing to the table is creating an exciting ecosystem for engaging with advisors. She's thrilled to be at the forefront of advisor empowerment and wants to advocate more for the human component of portfolio management. Noreen talks with Jack about creating personalized engagement for investors, mastering the art of listening as financial leaders, and using a well-connected tech ecosystem for advisor empowerment. “I think as we look towards the future, we need to create a frictionless experience for our end investors. The companies we run look like the clients that we have. As women become a larger part of how we buy, do we want to buy the old traditional ways? Do we want to engage in ways that make us feel comfortable? That's why having the tools and multimedia, and knowing how our next-gen want to buy we have to stay focused on the consumer and investor, and help those financial advisors drive that experience.” ~ Noreen Beaman Main Takeaways The four pillars of a successful financial firm, prospect, plan, invest and achieve, ensure that we empower advisor-client journeys. This creates a smooth onboarding process, gives them access to their money, and improves tax reporting. Every investor's risk tolerance, risk capacity, and risk composure will be different from one another. A well-connected ecosystem, with various tech tools, can be helpful for advisors to retain clients. Three key points leaders must take note of to excel: watch the market outside of your market, do due diligence, and grow your network. To be a great advisor and leader, you have to be a good listener. When you listen, it isn't just about verbal communication, it also involves paying attention to physical cues, too. Links Noreen Beaman on LinkedIn Orion Advisor Solutions Brinker Capital Eric Clarke CLS Investments Dr. Daniel Crosby John Coyne Microsoft Excel Orion Billing Ernst & Young (formerly Ernst and Whinney and Arthur Young & Co) Chuck Widger Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove SEC Cheryl Nash Lori Hardwick Authentic and Ethical Persuasion:: Achieving What's Important in Life Through Committed Listening and Compelling Stories by Jack Sharry John Connors Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook
On this episode, Matt talks about why every company eventually needs to pivot and how it's not a sign of failure. He shares Astropad's story of pivoting and his lessons from that experience. Also hear examples from famous companies that had to pivot like Intel, Netflix, Nintendo, and even Apple. Links Matt Ronge on Twitter We've been sherlocked by Apple, now what? | Ep. 1 Only the Paranoid Survive by Andy Grove
Saurabh Atre is the Chief Business Officer at L&T Technology Services Limited (LTTS) Some of his top insights for B2B sales professionals :- 'You never really lose a deal, you always get outsold '- Having empathy is the key...... every sales person should have empathy.- The importance of having a coach during a deal and how to develop one.- We learn from every deal loss - don't miss out on the steps .... stick to the fundamentals.- Bringing design thinking principles to sales - Avoid 'Balti Ulta' phenomenon (you have to listen to the episode for this)- How to keep a distributed sales team motivated & performing at the highest level.....and many more great points around selling into enterprises. He also referred to his favorite books - 'Only the Paranoid Survive' by Andy Grove and 'Great By Choice' by Jim Collins.Saurabh is hiring for multiple sales roles (Individual contributors and Sales Management) , if you are interested please write to zia@sellingtoenterprises.comSaurabh has previously held sales & business leadership positions with Tata Consultancy Services, Tech Mahindra, MindTree & Wipro Technologies.Please give it a listen and please share your feedback at zia@sellingtoenterprises.com
Robert is a Lecturer in Management at the Stanford Graduate School of Business where he teaches five different courses on strategy, innovation finance and product management. He is also a General Partner at XSeed Capital and a Venture Partner at Piva. Along with holding executive positions in various startups and enterprises, he is the co-inventor of four patents and served as lead researcher for Andy Grove’s best-selling book, Only the Paranoid Survive. He has a new book coming out later this year on how leading companies are combining the best of digital and physical in products and solutions.
Nick Fallucca is passionate about pizza and people. He's the Chief Product and Innovation Officer at Palermo's Pizza, a company that's been an Italian frozen food staple in the Midwest and beyond for over 50 years. In this episode of Manufacturing Happy Hour, we sit down with Nick to talk about all things pizza and what goes on behind-the-scenes in food manufacturing. He takes us through the challenges of packaging, experimenting with new ideas, and competing for shelf space. Nick also shares why building relationships with customers is so important and why you need to be passionate about what you do. We round off our talk on the importance of community and the ultimate debate of whether pineapple belongs on pizza. In this episode, find out: What it’s like growing up in a family business The challenges of pizza manufacturing How to create a great product that sells Why it’s important to build relationships in sales What it takes to be successful and competitive in manufacturing The importance of community and charity http://manufacturinghappyhour.com/iTunes (Enjoying the show? Please leave us a review here.) Even one sentence helps. It’s feedback from Manufacturing All-Stars like you that keeps us going! Tweetable Quotes: “You either innovate or you die." “A business is just a person behind a desk. It’s not like you’re selling to some robot. There’s still a person making those decisions.” “You’ve got to be so passionate about it that it’s not just your job. It’s kind of your life.” “When you open a pizza…there’s nothing hidden. All the ingredients are front and center. So, making a great pizza every time is not easy.” Links & mentions: https://www.palermospizza.com/ (Palermo’s Pizza), Nick’s family business and award-winning pizza brand https://www.penguinrandomhouse.com/books/72469/only-the-paranoid-survive-by-andrew-grove/ (Only the Paranoid Survive), Andrew S. Grove’s book on overcoming challenges as a business leader https://simonsinek.com/product/start-with-why/ (Start With Why), Simon Sinek’s popular book for leaders https://www.hosedonbrady.com/ (Hosed On Brady), one of Chris’ go-to Brady Street bars https://www.facebook.com/The-Roman-Coin-371556756245203/ (The Roman Coin), a craft beer bar in Milwaukee that Nick recommends http://www.arizmendi-bakery.org/ (Arizmendi Bakery), a bakery and pizzeria in Emeryville, California https://www.facebook.com/pages/Liguria%20Bakery/111802418840648/ (Liguria Bakery), a San Francisco bakery famous for its fresh focaccia Make sure to visit http://manufacturinghappyhour.com/ (http://manufacturinghappyhour.com) for detailed show notes and a full list of resources mentioned in this episode. Stay Innovative, Stay Thirsty.
In this episode, we cover Part 3 of our Leadership Series, where we focus on creating a culture of innovation. It’s been a tough year for everyone. And we can all feel sorry for ourselves and make as many excuses as we can. But if we take ownership and leadership and we commit to being flexible within these circumstances, imagine how strong we will be when things are going well. As a leader, it’s essential you’re able to create a culture of innovation within your organization. We can't control what happens to us, but we can control how we respond. So we need to look at things through a new lens this time and approach those challenges with a growth mindset. In this episode, you will hear: Technical challenge vs. adaptive challenge Modeling adaptability Having the right amount of stress and tension The capacity bubble, the flow zone, and the failure zone What is mental agility? “Pivot” as 2020’s Word of the Year Subscribe and Review Share your thoughts and ideas with us and email me at stephen@experienceleadership.com. If you like what you’re hearing, please subscribe to this podcast. Each week, Experience Leadership Podcast shares coaching tips as well as new facts, figures, and cutting-edge theories and thoughts about leadership to help grow your business. We also feature stories of successful people so you learn from real people, and not just from theory. I’d love for you to give me a review over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. If you enjoyed this episode, we've created a PDF that has all of the key information for you from the episode. Just go to the episode page at https://experienceleadership.com/podcast to download it. Supporting Resources: Good to Great by Jim Collins Only the Paranoid Survive by Andrew Grove Episode Credits Good to Great by Jim Collins https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996 Only the Paranoid Survive by Andrew Grove https://www.amazon.com/Only-Paranoid-Survive-Exploit-Challenge/dp/0385483821 Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com
En este episodio nos acompaña Marcelo Vizio, quien tuvo una carrera corporativa increíble en la empresa Abbott, donde llegó a ser el director de los mercados de América Latina, España, Canadá y Europa. Posteriormente emprendió con mucho éxito y hoy en día se dedica a contribuir con su experiencia a empresarios y emprendedores. Marcelo va a compartir su experiencia con el libro "Only the paranoid survive" de Andy Grove, el legendario CEO de intel y nos va a contar cómo el libro lo ayudó a reconocer disrupciones en la industria en la que trabajaba, y cómo capitalizó la oportunidad para posicionarse y lograr un crecimiento extraordinario en los países de Europa del este post caída del muro de Berlín. Un episodio imperdible para los tiempos en los que vivimos.
Are you afraid of failure? Afraid your dream business could go under at any moment? Well fear no more! Businessman and lawyer John Morgan has seen it all before, and he's ready to share the lessons he's learned from a lifetime of mistakes and successes. In his new podcast Life & Law, John will pull from his decades of experience and expertise, sharing valuable wisdom and advice. Listen each week to learn where he went right, where he went wrong and how to put yourself in the best possible position to succeed. For more crucial advice and memorable stories read John's books, available here : https://www.forthepeople.com/john-morgan/
As executive chairman of ESD, Raj Gupta leads the company's mission to Improve Society Through the Built Environment. He works on long-term initiatives to support the company’s future, including the expansion of career development paths for employees, promotion of the ESD brand and corporate governance. He champions ESD's embrace of globalization and positions the firm to compete in our digital economy. He nurtures ESD’s unique culture and advances its values: respect everyone, work hard and play to win. In this episode, Raj talks about his journey to success. From the humble beginnings with his parents working for their American Dream, to facing two financial crisis, a pandemic, and innovating their company to the success that it is today. https://www.linkedin.com/in/rajpgupta/ Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 6:00 Getting to know Raj 9:00 Raj’s take on failing and failures 14:15 Raj’s family business and how Raj started 23:15 Differentiate or die 28:30 Raj’s education 31:15 Your children joining the family business 36:45 Visionaries in the business 41:30 Raj’s views on mentorship and leadership 47:15 Raj’s three core values 53:15 Applying your company’s culture and values 57:15 Raj’s toughest times in business 1:04:00 Improving indoor air quality 1:13:00 Raj’s company Cohesion 1:18:45 Raj’s take on partnerships Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
13. Only the Paranoid Survive This month we read the 1997 book Only the Paranoid Survive by Andy Grove. Grove was the long-time storied CEO of Intel. Only the Paranoid Survive is about strategic inflection points in a business. Grove explains how to detect these events, how to respond to them, and recites some war stories. We discuss the book, some strategic inflection points in our own industries, and the computer business during Grove's tenure at Intel. Show Notes Andy Grove on Wikipedia Only the Paranoid Survive on Amazon The Right to a Nonconsensus Opinion by Molson Hart Products & Payments by David Short Kopec Explains Software by David Kopec Find out more at http://businessbooksandco.com
Sharing two entertaining anecdotes and reminding everyone about Andy Groves relatively profound book about inflection points, monitoring the larger landscape constantly and overall being always completely prepared, Brandon reminds founders who take on startups one of the larger challenges you face in growing your “unicorn.” Credit goes to Kevin ‘O Connor for supplying one of the best non-mentoring experiences in one's lifetime.
Want more Acquired? Join thousands of other founders, CEOs, VCs, product people and engineers learning in the Acquired Limited Partner Program: https://glow.fm/acquired/ When you think of Intel today, you probably think of the microprocessor company. Maybe you also think about about 'Intel Inside' and their famous jingle. You might even think "big, stable, boring public company". But for the first two decades of Intel's life, absolutely none of those things were true. Today we tell the incredible story of how the company that started it all in Silicon Valley clawed back from a crisis that brought them to the brink of death, and of one man who rose as the ultimate survivor to become their leader and a legend even in his own time: the late, great Andy Grove. Note: This episode originally aired as part of Podapalooza, a podcast festival organized by our friends at Glow to benefit COVID relief. Find out more and support the cause at https://www.plza.org Sponsor: Thanks to Silicon Valley Bank for being our banner sponsor for Adapting and Acquired Season 6. You can learn more about SVB here: https://www.svb.com/impact Thank you as well to Wilson Sonsini - You can learn more about WSGR at: https://www.wsgr.com/ Sources: Only the Paranoid Survive: https://www.amazon.com/Only-Paranoid-Survive-Exploit-Challenge-ebook/dp/B0036S4B2G Swimming Across: https://www.amazon.com/Swimming-Across-Andrew-S-Grove-ebook/dp/B07CJRM4DX/ https://en.wikipedia.org/wiki/Intel https://en.wikipedia.org/wiki/Andrew_Grove https://en.wikipedia.org/wiki/Gordon_Moore https://en.wikipedia.org/wiki/Robert_Noyce https://www.businessinsider.com/alan-patricof-greycroft-ipo-market-2011-1 https://anthonysmoak.com/2016/03/27/andy-grove-and-intels-move-from-memory-to-microprocessors/ http://archive.computerhistory.org/resources/text/Oral_History/Intel_386_Business_Strategy/102701962.05.01.pdf https://en.wikipedia.org/wiki/Intel_80386 https://en.wikipedia.org/wiki/William_Shockley https://www.inc.com/ilan-mochari/remembering-andy-grove-intel.html
ในสภาพการณ์แบบนี้ หลายๆบริษัทกำลังประสบภาวะวิกฤต (Crisis) หลายๆบริษัท ไม่ทันตั้งตัว หลายๆบริษัทโชคดีพอตั้งตัวไหว เพราะมีการตื่นตัวในการทำ Digital Transformation มาอย่างหนักหน่วง ผมจะพาไปฟังแนวคิดว่าทำไมบริษัทเหล่านั้นถึงตื่นตัวตั้งแต่วิกฤตยังไม่มา ทำไมเค้าระแวงไปหมดทั้งที่จริงๆก็ยังทำกำไรได้ดี
Linklaters – Payments Monthly – Our view on payments law and regulation
Episode 7: Linkubator An ‘inflection point’ is the point in an industry where the fundamentals are about to change as noted by Andrew Grove, CEO of Intel, in his book ‘Only the Paranoid Survive’. In this special episode, Hamza joins Richard Tromans (Founder and Editor of news platform Artificial Lawyer and Founder of Tromans Consulting) and Paul Lewis (Partner, Global Co-Head of Innovation and Global Head of Finance at Linklaters) in their conversation to discuss whether the legal industry is undergoing such an inflection point and pitches a few questions in to the mix. Their conversation delves into how technology and innovation are changing the business of law and the role that lawyers play, how firms can use tech and data to get closer to clients and what the future lawyer will look like. The discussion also covers the law firm business model and the productisation of legal services, and brings a strong commercial perspective to the debate.
Episode 7: Linkubator An ‘inflection point' is the point in an industry where the fundamentals are about to change as noted by Andrew Grove, CEO of Intel, in his book ‘Only the Paranoid Survive'. In this special episode, Hamza joins Richard Tromans (Founder and Editor of news platform Artificial Lawyer and Founder of Tromans Consulting) and Paul Lewis (Partner, Global Co-Head of Innovation and Global Head of Finance at Linklaters) in their conversation to discuss whether the legal industry is undergoing such an inflection point and pitches a few questions in to the mix. Their conversation delves into how technology and innovation are changing the business of law and the role that lawyers play, how firms can use tech and data to get closer to clients and what the future lawyer will look like. The discussion also covers the law firm business model and the productisation of legal services, and brings a strong commercial perspective to the debate.
Manuel and David Gil go over some of their projections with regards to COVID-19 implications over the next 3 months and beyond.
In this, the second of we hope many episodes featuring Ed Kless and Rachel Fisch, our co-hosts talk about disruption in the accounting profession. But before you roll your eyes and click past this episode, Rachel and Ed have a different take on the topic. In short, they don't think it is the technology that is at the center, but rather it is just an enabler. Some links Book: Only the Paranoid Survive by Andy Grove Book: The Future of the Professions by Richard and Daniel Susskind Book: True Professionalism by David Maister
Rita McGrath: Seeing Around Corners Rita McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is one of the world’s top experts on innovation and growth and is one of the most regularly published authors in the Harvard Business Review. Rita is consistently ranked among the top 10 management thinkers in the world and was ranked #1 for strategy by Thinkers50. Rita is the author of the bestseller The End of Competitive Advantage*. Her newest book is titled Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen*. In this conversation, Rita and I explore how it feels like change happens overnight, but why that’s not usually accurate. We detail four basic stages of inflection points, why it’s critical to be present at the edges, and what leaders can do practically to see around corners. Key Points Strategic inflection points feel like they happen overnight, but in reality there are many indicators over time that inflection points are coming. The four basic stages of almost every inflection point: hype, dismissive, emergent, maturity. Snow melts from the edges. The most effective leaders can and will see this if they are present at the edges. To see early warning signs, create information flows that reach directly from leaders offices into the frontlines of the business. Create incentives that reward useful (and awkward) information. Talk to the future that is unfolding now. There are people, customers, and businesses where the future is already happening. Resources Mentioned Seeing Around Corners by Rita McGrath Rita McGrath on LinkedIn Breaking Up the Degree Stranglehold: Disruption in Higher Education Only the Paranoid Survive* by Andrew Grove Book Notes Download my highlights from Seeing Around Corners in PDF format (free membership required). Related Episodes How to Lead a 100-Year Life, with Lynda Gratton (episode 266) The Truth and Lies of Performance Management, with Michael Bungay Stanier (episode 361) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Rita McGrath: Seeing Around Corners Rita McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is one of the world’s top experts on innovation and growth and is one of the most regularly published authors in the Harvard Business Review. Rita is consistently ranked among the top 10 management thinkers in the world and was ranked #1 for strategy by Thinkers50. Rita is the author of the bestseller The End of Competitive Advantage*. Her newest book is titled Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen*. In this conversation, Rita and I explore how it feels like change happens overnight, but why that’s not usually accurate. We detail four basic stages of inflection points, why it’s critical to be present at the edges, and what leaders can do practically to see around corners. Key Points Strategic inflection points feel like they happen overnight, but in reality there are many indicators over time that inflection points are coming. The four basic stages of almost every inflection point: hype, dismissive, emergent, maturity. Snow melts from the edges. The most effective leaders can and will see this if they are present at the edges. To see early warning signs, create information flows that reach directly from leaders offices into the frontlines of the business. Create incentives that reward useful (and awkward) information. Talk to the future that is unfolding now. There are people, customers, and businesses where the future is already happening. Resources Mentioned Seeing Around Corners by Rita McGrath Rita McGrath on LinkedIn Breaking Up the Degree Stranglehold: Disruption in Higher Education Only the Paranoid Survive* by Andrew Grove Book Notes Download my highlights from Seeing Around Corners in PDF format (free membership required). Related Episodes How to Lead a 100-Year Life, with Lynda Gratton (episode 266) The Truth and Lies of Performance Management, with Michael Bungay Stanier (episode 361) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
On this episode of Inside the Firm Lance reminds us why repeat clients are the, then Alex talk about the book “Only the Paranoid Survive”…, next some licensure discussion – what’s working, what’s not, and last but not least more A.R.E. jeopardy! Join us as we go back Inside the Firm!
Vergeet niet: only the paranoid survive! Dus via een privé-verbinding en met énorm weinig latency komen we deze aflevering bij je binnen terwijl we je UFW-strategie in de cloud bespreken en je in je VR-bril een desktop zakmes uit je pi-hole haalt. Onderwerpen Oculus Quest - Passthrough Setup (https://www.youtube.com/watch?v=O-vwSrhLXUk) Podcastfestival in September 2019 (https://www.villamedia.nl/artikel/het-podcastfestival-2019) om Appels en Peren stickers en buttons te hosselen Eye tracking in VR (https://youtu.be/STZN6qTGRbQ) How iOS 13 redraws your eyes so you’re looking at the camera on Hacker News (https://news.ycombinator.com/item?id=20343064) Urza's Dream Engine by Andy Wallace (http://andymakes.com/urzasdreamengine/) Mozilla: No plans to enable DNS-over-HTTPS by default in the UK (https://www.zdnet.com/article/mozilla-no-plans-to-enable-dns-over-https-by-default-in-the-uk/) 1.1.1.1 (https://1.1.1.1/) Pi-hole (https://pi-hole.net) Blocklist Collection (https://firebog.net) UFW (https://help.ubuntu.com/community/UFW) Alfred app (https://www.alfredapp.com) One Hour One Life (http://onehouronelife.com) One Hour One Life My Mom Left Me… (https://www.youtube.com/watch?v=DPtGlctP1J0) Grote dank aan de vrienden van de Appels en Peren Show: Nozzman (http://www.nozzman.com/) voor het coverartwork, Clublime (http://twitter.com/#!/clublime) voor de introjingle en al onze Patreons (https://www.patreon.com/appelsenperenshow).
John Lauer is the CEO of Zipwhip, a Seattle based businesses that enables businesses to text message their customers through software and API solutions. Zipwhip is one of Seattle's fastest growing private companies and was the first business that made it possible for landlines and cellphones to communicate with each other. Prior to Zipwhip, John was already neck deep in entrepreneurship. John started coming up with business ideas ever since he was thirteen. John started his first company, Rootlevel, at the age of 21 - Rootlevel was a web design firm based in Detroit and had included GM and Ford as their clients. John dropped out of college one semester from finishing his computer science degree because he made a commitment early on to never do something that would require a resume. In today's episode, we talk about John's storied history and start in entrepreneurship, we talk about the makings of Zipwhip and the state of texting, and we talk about the focus and people that it takes to start a business. Quote If you contribute to humanity, humanity rewards you back, which gives you more ability to contribute. It sort of pancake layers on top of itself. – John Lauer Notes how John got started with entrepreneurship dropping out of college and commiting to startups Zipwhip, how it got started and where it is today importance of texting to businesses and consumers closed vs open systems predictions about communication platforms going forward finding the right people to start a company with staying focused and deciding what to focus on ways of recharging Closing inspiration week without at Zipwhip - two weeks without office food, raised $5000 to donate to Mary's place surprising fact walk around with smile on face but there's a great amount of simulation happening inside of what might happen at Zipwhip principle do the right thing closing notes Zipwhip will keep plugging forward and texting is adding huge value to peoples lifes, lots of new releases coming out later this year Links Zipwhip Only the Paranoid Survive 2019 State of Texting Report Zipwhip Jobs GeekWire's Deal of the Year Nomination: Zipwhip's been nominated, click here to vote
Virginia Bennett's security detail made sure no one hurled bricks at her, while the Greek populace contemplated boiling the family bunny for dinner. Bennett helps us understand what the U.S. did to help average Greek people during their economic disaster of 2011-2014.
Change in many organizations is the new constant. There problem is though - people are not happy about it. April Mills, the author of "Everyone is a change agent" and a perpetual change agent herself, explains ways in which a lasting change can be constructed. She draws from her experience as an engineer at the nuclear navy shipyard and from Intel, where she is bringing change about today. Important links Everyone is a Change Agent: A Guide to the Change Agent Essentials by April K. Mills The Rickover Effect: How One Man Made A Difference by Theodore Rockwell High Output Management by Andrew S. Grove Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove
Ola Ahlvarsson is a really really interesting guy (Personal site | Wikipedia). He's founded more than 20 businesses, worked with many of the world's biggest brands that you know of (like McDonalds, Google, Microsoft, Merck, Procter & Gamble, Twitter, IBM.... etc) He's also an avid martial artist, with a Black Belt in Karate, and he's become the European champion in Goju Ryu Karate, the Swedish champion in Kung Fu and in Taekwondo, and the world champion in WAKO kickboxing. Two notable businesses that Ola runs are "Star Stable", the world's largest online Horse game - with more than 6 million users, and "Epicenter", which is Sweden's biggest scale-up incubator. Here are a few tidbits of what you’ll learn from the conversation with Ola: What Ola would do if he were the Benevolent Dictator of the world How to look at the world through multiple dimensions, or lenses, to see things from different perspectives How Ola got Swindled by his Miami employee and how a team of Indians made off with his money The difference between a scale-up and a startup (and why it’s easier to become a rap star than create a successful scale-up company in Sweden.) And many, many more things. Here are some books mentioned: Only the Paranoid Survive, Mission Possible, The Nordic Secret, Homo Deus, Nazi Diaries, Robert Kegan’s The Evolving Self. ========== Subscribe to Future Skills on: iTunes | Android | Stitcher | Spotify Join our newsletter for episode summaries and monthly Q&As: www.futureskillspodcast.com Apply for the Future Skills Program
Welcome to“Building Championship Mindsets. | the Podcast!” From the LockerRoom to the BoardRoom, our purpose is to help individuals, teams, and organizations understand and leverage the power of Mindset and Leadership to drive results and achieve sustainable performance excellence. Dr. Amber Selking is the Mental Performance Consultant for Head Coach Brian Kelly and the Notre Dame Football team, and does speaking and training for sports teams and business organizations around the globe. She is an adjunct Professor in the Mendoza College of Business at the University of Notre Dame, where she teaches Strategic Human Resource Management. Prior to returning to graduate school, she worked in HR for a global manufacturing company, working at both the corporate and plant operation levels. Dr. Selking received her PhD in Applied Sport Psychology from the University of Missouri under Dr. Rick McGuire, her master’s degree in Sport and Performance Psychology from the University of Denver, and her bachelor’s degree in Management Consulting from the University of Notre Dame. At ND, Amber played soccer for the Fighting Irish before injury ended her career, after which she founded Notre Dame Christian Athletes(NDCA) in the ND Athletic Department. She currently resides in South Bend, Indiana, with her husband, Aaron, and their Doberman Pinscher, Rockne. Leadership Principle | SEEK CONTINUOUS IMPROVEMENT. Mindset Principle | Choose a Growth Mindset Championship Leadership Training | Lead In: Identify“waste” in your life & put a process in place to raise your caliber of functioning. Lead Out: Select a system or process in your org & engage in the continuous improvement cycle with your team: Identify. Plan. Execute. Review. Please get on iTunes to rate us and write a review for us! We are excited to complimentarily share this content with our audience, and your rates and reviews will enable us to continue sharing quality content. Also, please share the podcast on Facebook, Twitter, Instagram, and any other social media that you use, so we can continue Building Championship Mindsets around the world! Referenced Links: Email me to schedule a speaking engagement!: amber@selkingperformance.com Check out our TWO E-BOOKS!"A Dream Come True: the Buzz on Greatness" &https://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Daps&field-keywords=amber+selking"Winner's Circle" Selking Performance Group(SPG) Website: www.selkingperformance.com Check out all our social media platforms for more Mindset & Leadership development! Follow SPG on Twitter: @ChampMindsets Check us out on Instagram: @selkingperformance Like SPG on Facebook: Selking Performance Group Email me to schedule a speaking engagement!: amber@selkingperformance.com Referenced Books: “Mindset”by Carol Dweck “Only the Paranoid Survive”by Andrew Grove Referenced Model: Continuous Improvement Cycle - Identify. Plan. Execute. Review. …aka Plan. Do. Check. Act.(PDCA)
Jim Cramer is one of the most well known financial experts on the planet. I've known him for 16 years. We worked together. I was a writer for TheStreet.com and he was doing "Mad Money" for CNBC. So we have history. And I wanted to check in with him. But I didn't ask about his success or how his career is going. I wanted the hidden truth. "Are you happy?" That's what I asked Jim Cramer. 22 years later... fame, money, success... "Are you happy?" And that's what I found out... Show Notes: "Confessions of a Street Addict" by Jim Cramer My podcast interview with Dr. Oz: The #1 Health Guru in America "Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company" by Andrew S. Grove I write about all my podcasts! Check out the full post and learn what I learned at jamesaltucher.com/podcast. Thanks so much for listening! If you like this episode, please subscribe to "The James Altucher Show" and rate and review wherever you get your podcasts: Apple Podcasts Stitcher iHeart Radio Spotify Follow me on Social Media: Twitter Facebook Linkedin Instagram ------------What do YOU think of the show? Head to JamesAltucherShow.com/listeners and fill out a short survey that will help us better tailor the podcast to our audience!Are you interested in getting direct answers from James about your question on a podcast? Go to JamesAltucherShow.com/AskAltucher and send in your questions to be answered on the air!------------Visit Notepd.com to read our idea lists & sign up to create your own!My new book, Skip the Line, is out! Make sure you get a copy wherever books are sold!Join the You Should Run for President 2.0 Facebook Group, where we discuss why you should run for President.I write about all my podcasts! Check out the full post and learn what I learned at jamesaltuchershow.com------------Thank you so much for listening! If you like this episode, please rate, review, and subscribe to "The James Altucher Show" wherever you get your podcasts: Apple PodcastsiHeart RadioSpotifyFollow me on social media:YouTubeTwitterFacebookLinkedIn
Jim Cramer is one of the most well known financial experts on the planet. I’ve known him for 16 years. We worked together. I was a writer for TheStreet.com and he was doing “Mad Money” for CNBC. So we have history. And I wanted to check in with him. But I didn’t ask about his success or how his career is going. I wanted the hidden truth. “Are you happy?” That’s what I asked Jim Cramer. 22 years later… fame, money, success… “Are you happy?” And that’s what I found out... Show Notes: “Confessions of a Street Addict” by Jim Cramer My podcast interview with Dr. Oz: The #1 Health Guru in America “Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company” by Andrew S. Grove I write about all my podcasts! Check out the full post and learn what I learned at jamesaltucher.com/podcast. Thanks so much for listening! If you like this episode, please subscribe to “The James Altucher Show” and rate and review wherever you get your podcasts: Apple Podcasts Stitcher iHeart Radio Spotify Follow me on Social Media: Twitter Facebook Linkedin Instagram See omnystudio.com/listener for privacy information.
It was Ally Svenson’s desire to find a good cup of coffee in London that made an entrepreneur of Scott Svenson, her husband. Each of their three companies has been genuinely successful, but their most recent one may turn out to be legendary — maybe as big as the fast casual restaurants it was modeled after, Chipotle and Panera — only in the pizza category; a fresh, on-demand, artisan-style, six-minute pizza. But there’s more to the story of the fastest-growing restaurant company in the U.S. in 2016, Mod Pizza, as they named it. Ask the many employees with special needs, including the former felons, who’ve been given a second chance as members of the Mod Squad. As Ally Svensen said when they were planning it, the world doesn’t need another soulless pizza chain. Key Takeaways: [1:16] Ally and Scott started three companies. In each case, the company they started was something they ultimately felt called to do. They almost felt like they couldn’t not do it. They weren’t looking for a business opportunity, but they saw a need. [1:35] Their first venture was a coffee shop. Ally had longed for a Starbucks-style experience in London, where they lived. There was nothing comparable at the time. [1:51] Starbucks was in the U.S. and had just expanded to Japan. Scott and Ally saw a need that they felt had to be filled by someone. After talking about it for four years, they started Seattle Coffee Company. [2:08] Scott had been Deputy Chief Executive of a public healthcare company, CrestaCare. When he told the Chairman what he was going to do, an intervention was arranged, because Scott was thought to be having a breakdown. He went off anyway and started the coffee shop, which he says was a fabulous experience. [2:55] That was the first step: jumping from a traditional career to starting a business as husband and wife and as best friends. It was scary, exhilarating, and exciting. They had some smart people helping them but it took five months to come up with a name. They defaulted to Seattle Coffee Company, and that was one of their best decisions. [4:11] Scott suspected that Starbucks was looking at the UK, so after their three proof-of-concept stores were successful, Scott and Ally opened 65 locations in 22 months in the UK. Before Seattle Coffee Company went public, Starbucks asked for a meeting. They met with Starbucks president, Orin Smith, and others and made a deal. [6:15] Scott and Ally had been inspired by Starbucks. They were prepared to compete with them, but they loved the idea of collaborating with them instead. Starbucks had made them the offer they couldn’t refuse. [6:32] Seattle Coffee Company lasted for about three years in the UK. When Starbucks bought them, they were in the UK, South Africa, SE Asia, and the Middle East. Their partners in SE Asia and the Middle East joined Starbucks. Starbucks allowed the partners in South Africa to keep the name if they stayed only in South Africa. [7:32] Scott and Ally walked into the transaction assuming Starbucks had it all figured out. When they got inside, they saw Starbucks suffered the same challenges they did, even though Seattle Coffee Company was much smaller. Howard Schultz asked them to keep a UK style to the store, but eventually, the momentum of Starbucks overcame it. [10:10] When Scott and Ally moved back to Seattle, they wanted to bring the style of London with them. The name of Mod Pizza comes from the British Mod style of ‘60s music, but it can also stand for Made On Demand, modernized, or modify. [11:20] Their campaign is Spreading Modness, and their 5,800 employees are the Mod Squad. By the end of 2017, they will have just over 290 stores. Spreading Modness is about doing the right thing. [11:50] Scott and Ally knew they needed to embed within the business a meaning or a purpose for themselves that was more than just opening stores and creating value. They reflected back at moments of happiness in their careers. Those moments came when they had had an opportunity to make a positive impact in someone else’s life. [12:39] They decided to see if they could fill Mod Pizza with opportunities to impact lives. It’s been a challenge and their most rewarding professional accomplishment. Their older boys have worked there, under people from tougher backgrounds. The impact that those people have had on their boys has been unbelievable, and has changed their views. [13:27] Scott and Ally set a direction for the company and hired people they trusted and who were as good or better than they were at doing what needed to be done. Their employees have brought the business to life. Strong cultures defend themselves. As people entered the company, and it benefited them, they became its defenders. [14:09] To repeat, the Mod Pizza definition of spreading modness — the ripple effect of doing the right thing. Mentioned in This Episode: Scott Svenson on LinkedIn Mod Pizza Seattle Coffee Company (South Africa) Starbucks Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company, by Andrew S. Grove Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, by Gordon MacKenzie This is Capitalism CEO Stories is brought to you by Stephens, Inc., Member NYSE, SIPC. For much more information, please visit www.stephens.com or www.thisiscapitalism.com. This podcast should not be copied, distributed, published, or reproduced, in whole or in part. The information contained in this podcast is not financial research, nor a product of Stephens Research. Stephens does not make any representation or warranty as to the accuracy or completeness of the statements or any information contained in this podcast and any liability therefore is expressly disclaimed. The views expressed in this podcast are not necessarily those of Stephens and Stephens is not providing any investment, financial, economic, legal, accounting, or tax advice or recommendations in this podcast. In addition, the downloading of this podcast by any listener does not make that listener a client of Stephens.
Michael Hoefflinger, Author and Entrepreneur in Residence at XSeed Capital, joins the Social Pros Podcast to share his first-person experience with the insanely successful Facebook News Feed and his thoughts on the future of native advertising in social. Special thanks to our sponsors: Salesforce Marketing Cloud (50 Social Media Best Practices for 2017: candc.ly/getsocialebook) Emma (Your Brain on Email: 11 Designs People Can’t Resist: bit.ly/emailbrain) Convince & Convert (Jay Today TV: jaytoday.tv) Yext (The Everywhere Brand: http://offers.yext.com/everywherebrand) In This Episode Why being successful as a leader means seeing around corners and being in it for the long-haul How what's best for the goose and gander leads to decreased organic reach for some businesses Why winning marketing means meeting customers where they spend most of their time without scaring them away How starting with the advertising end game leads to a losing product Resources Michael Hoefflinger on Twitter: @mhoeffli XSeed Capital Becoming Facebook: The 10 Challenges That Defined the Company That's Disrupting the World Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company Visit SocialPros.com for more insights from your favorite social media marketers.
David Corbin: Keynote Speaker, Business Adviser, President of Private and Public Corporations, Inventor, Mentor and pretty good guy…..David M. Corbin has been referred to as “Robin Williams with an MBA” because of his very practical, high relevant content speeches coupled with entertaining and sometimes side splitting stories. A former psychotherapist with a background in healthcare, he has served as management and leadership consultant to businesses and organizations of all sizes – from Fortune 20 companies to businesses with less than 1 million – and enjoys the challenges of all. He has worked directly with the Presidents of companies such as AT&T, Hallmark, Sprint as well as the Hon.Secretary of Veterans Administration and others. http://davidcorbin.com Notes from the interview: Why is it important for nonprofits to be clear about their brand? You have a brand. If you don't work at defining it, your audience will. You create an impression by your actions, intent does not stop that. Everything you do adds to the impression you create. Make believe you are always being observed and act accordingly. Audit your service by experiencing your deliverable. Would you do business with your organization? When working with people to build organization framework, when to we focus on brand promise? From the beginning. Why do we exist? Who do we serve? How do we want to be known? What do we really want? Who are we really? Everything we take on needs to fit who we are at the core! Do the Brand Audit right at the beginning(Before you deliver any services or approach anyone)! Team must be fully engaged all the way through. Quality and Clarity Determine Financial Results. Growth must start at an individual level for the organization to grow. People – The only completely renewable resource of any organization! (And the most valuable) Culture is a reflection of leadership! How Do Leaders Keep Our Internal and External Brands Fresh? Integrity – Living the values of the organization. Boss Watching – Biggest Sport! Model the behaviors the brand represents. Transformation consists of a series of small steps, often many of them! It starts with one in a row! Everything counts when it comes to integrity. Leader must lead by example. The Transcript NPC Interview with David Corbin Hugh Ballou: Greetings, this is Hugh Ballou. We are live with the Nonprofit Chat. Today, we have a guest who will bring energy to a lot of different topics tonight. David Corbin is a friend of ours. We have known each other for a number of years. This is the first time we have had a live interview, so welcome and thank you for being here. David Corbin: My pleasure. I'm happy to be a live interview. I hope the other ones weren't dead. What are you trying to say, Hugh? Hugh: You're a live one, man. I like guests to start out by telling people something interesting about yourself. Why do you do what you're doing, and what is your background that gave you… The few times you and I have had some deep conversations, I have really been impressed by the depth and breadth of wisdom that you have on these topics that you talk about. Give us a little paragraph or two about David Corbin. Who are you, and what brought you to where you are today? David: Well, I'm a human being. I'm not a speaker. I'm not an author. I'm not a doctor. I'm a human being, and I play the role of a keynote speaker, inventor, and mentor. I am a guy who loves life. What can I say? If there is a way- As I did yesterday, I had a client fly out from Mexico. The objective overall was for him to be happy, healthy, prosperous, and the like. I am the guy who likes to do that and likes to be that as the extent I can continue to learn and grow. I do all of those things. As you know, you have been in my audience, and I have been in yours. I love to share ideas from a platform. I like to consult with corporations at the highest levels and then solopreneurs. I love to run my 5K every Saturday, and I love to play tennis. I love to hang out in my backyard. I look out there, and I have chickens running around and a turtle in the pool. Life is great. Hugh: You're in San Diego, California. David: I am. Home of Tony Gwynn, the famous Padre. Today I was honored to be invited to the unveiling of his statue in our little town here. I was also with his family at Cooperstown at Baseball Hall of Fame as he was inducted with Cal Ripken. I am in southern California, San Diego. The town is called Poway. Hugh: Love it. The first time we met, we were in Lake Las Vegas, and you had just published Illuminate. You're not an author, but you write some really profound stuff. You actually were in a suit and tie that day. What inspired you to write that book, and what is it about? David: I'll tell you what it's about. It's about facing the reality of situations in our life and our business. You see, I have read the positive mental attitude literature, and I have had the honor of meeting Dr. Norman Vincent Peele and some of the luminaries in positive mental attitude. I am honored to be in the latest Think and Grow Rich book, Three Feet from Gold. Nowhere in that literature does it say ignore negative issues, that we should push them under the carpet as it were. I came to realize that my most successful clients were individuals who had the courage to face those issues, not just accentuate the positive as the song goes. But rather than eliminate the negative, I learned the key is to illuminate the negative in a model that I call “face it, follow it, and fix it.” That is what Illuminate is about. It came from the realization from practical experience, that whether it is a nonprofit, a for-profit, or a for-profit that doesn't intend to be a nonprofit but ends up that way, no matter who it is, the individuals who have the courage and the character to face the problems head-on, that is what I found to be the greatest model, and hence the title of Illuminate: Harnessing the Positive Power of Negative Thinking. Hugh: What I can count on if we are having conversations is the words coming out of your mouth are not what I can expect from anyone else, because David Corbin is one of the most creative people I have ever met. I remember when we were introducing ourselves at CEO Space one time, one person said they were a consultant, and then you came along and said, “I am an insultant,” and I said, “I'm a resultant,” and your head went, Whoosh. At least one time I one-upped you. David: It's on my website now. There is an asterisk at the bottom and says, “Maestro Hugh Ballou, genius extraordinaire.” Hugh: I am honored, David Corbin. I have not seen that. A resultant in a pipe organ is a pipe that is not as long. A sixteen-foot pipe has a certain pitch. They don't have space, so they miter it, and the result is a lower tone from a shorter pipe. We actually create a bigger result without having to be bigger ourselves. We can amplify the sound by what we do. You and I, I love this Illuminate. Two weeks ago, I talked to David Dunworth, who is also an author. He has quoted you. We talked about that. You illuminate a lot of people you maybe don't even know. It's really how we amplify what other people do. I'm just energized by the fact that you're here. You have another book that is new. You've written about brand slaughter. Is that the title? David: It is. I was just on the TV news this week talking about that. It was fun. The guy couldn't get over the title. The concept is- People create their brand based upon their values and the brand promise out to the world. They put a check off and think they're done. Don't stop there. You're either building your brand—you, your employees and everyone else in your organization—or killing it. Nothing is neutral. You are either engaged in brand integrity or engaged in what I call brand slaughter, just like manslaughter in the first, second, or third degree. We can read in the news that people are convicted of manslaughter, but you don't often see people convicted of brand slaughter, except maybe in the case of United Airlines or Pricewaterhousecooper in front of 30 million people after 87 years of great service to the Oscars. I don't know if it's brand slaughter. I think they can recoup from that. However, United Airlines is going to have a hard time coming back from that brand slaughter, wouldn't you agree? Hugh: I would. It's one that got highlighted in a series of really dumb things the airline has done. We're talking to passionate people who are providing amazing value but are limited by how people perceive us. I was talking to someone on a radio interview, and he said, “There is a charity in my area, but I quit giving because I really wasn't sure what was happening.” That is part of our brand promise, who we are and what we stand for. David: That's right. When we look at the organizations that part of our charter is to serve others in an amazing way, and there is no shortage of people in the giving field, those organizations are carrying a lot of weight for the society. They are making a promise out there. By and large, they are delivering. However, there are some actions and behaviors they either are taking or their management/leadership is taking or their front line people are taking—they are taking certain behaviors that are undermining the brand and the promise of the entire organization. It doesn't have to be that way. Look, I have had great experiences on United Airlines. I truly have. I love Gershwin, so when I hear that music, it pus me in a wonderful state. I have met some wonderful people. They are not just a group of dirtbags. However, the one person who carries the credibility and reputation of the organization pulled down the asset value of the corporation, the reputation of the corporation, and created for great humor, “United Airlines put the hospital back in hospitality,” such that Southwest Airlines came out and said, “We beat our competition, not our customers.” That kind of stuff is just going to keep going because of one guy making one bad move. I want to tell the leaders, managers, supervisors, and individuals who are carrying the torch of these organizations to do what I teach in this book called an ABI, an Audit of Brand Integrity. Have every one of your employees take a sheet of paper and write down the values, write down the brand, and then write down the touchpoints they have on a daily basis with the individuals they are touching: a customer, a fellow employee, a vendor. Everyone who is carrying that brand, and that individual looks at their touchpoints and asks themselves, “How does the brand live that touchpoint?” What could I do, what might I do, what should I do, what ought I do to really boost that brand? If the organization, let's say United Airlines because we are picking on them, but I can tell you two of them I experienced today alone. But I focus in on that one. If the CEO said, “Folks, this is our brand. We are doing a brand audit. After you do that audit, come back and tell us examples of how that brand is to live in your head. Maybe even tell us some examples of what you have observed in our organization when we have committed brand slaughter.” There is a statute of limitations. Nobody is going to get busted. But it helps us to see how the brand is alive and well and being fed and nurtured and supported, and on the other side, by the law of contrast, we can see where we have fallen down so we don't fall down that hole again. That would be an amazing solution. I implore everyone who is listening, whether you are running a nonprofit or not—maybe you are going to at some point but now you are a parent or a neighbor or a member of a church or synagogue—and ask yourself: What is your brand? How are you living that brand? I think when we get serious about this, we can't solve everything we face, but we can solve anything unless we face it. This is a way of facing the opportunity of building your brand asset value. I sound like a politician. I am David Corbin, and I endorse that message. Hugh: That's right. Your passion is contagious. Our friend from Hawaii, Eve Hogan, is watching on Facebook. We have a lot of people that we know. David, there are four million 501(c) somethings. There are 10's, 6's, 3's, and government organizations. There are all kinds of tax-exempt organizations. They are charities; they are social benefit organizations. Russell and I are on the campaign to eliminate the word nonprofit. Rather than defining ourselves by what we're not, which is not correct either—we do need to make a profit to make things happen—we are social benefit organizations. We leverage intellectual property. We leverage passion. We leverage the good works and products we have for the benefit of humankind. These nongovernmental organizations that we represent have a bigger job and more important job today than ever before. There is real confusion on the whole branding thing. I want to back up a minute to a question posted a few minutes ago. How can nonprofits eliminate their brand? But I think it's important for them to know why they even need a brand and why it is important to be clear about the brand. It's true for any organization, but we are talking to nonprofits. The reason we have top-level business leaders like you on this series is we need to understand good, sound business principles to install into these organizations that we lead. Why is branding important? How do we illuminate that into the communities that want to support us but need that information? David: Let's just say this. Whether you like it or not, you have a brand. Whether you know it or not, you have a brand. These scanners- I have a scanner over there. It's a Hewlett Packard. It doesn't compare to these scanners. *points to eyes* I have a computer that we're working through. It doesn't compare to this computer .*points to brain* Everyone is walking around with these scanners and this computer, and everything counts. Whether you acknowledge it or not, you are creating an impression from the eye to the brain to the heart to the soul of who you are and what you're doing, whether you believe in it or not. I don't know if you believe in gravity or not, but if you walk off of any building in any town of any city, you are going down. It's an immutable fact. Now, thank you for the concept of the not-for-profit. Why talk about what we're not? That was brilliant. You open up my thinking. I thank you for that. I want to let all of my service providers know that everything that you do is creating an impression, whether you believe in it or not. Could you imagine if I came out and said, “I want to talk about hygiene and important it is?” *while sniffling and rubbing his nose and eyes* That would be absurd. I happen to have a 501(c)3 for anti-bullying called Anti Bullying Leadership Experience. Everything that we do is going to be carrying our mojo of the anti-bullying. Could you imagine if I started yelling at one of my vendors and pouncing on them and playing a power trip with them? That would be the antithesis of everything. The point I want to make is make believe that you are on the stage of a microscope and you are being observed in everything that you are doing because you are. And as soon as the leaders know that, they will start looking at things differently. You drive up to the parking lot, see what the front door looks like, see how you are greeted, and you are watching everything that is going on. God is my judge, I must tell you. Hugh, you know I am putting together a little wedding party for my daughter. I was at two places today, one of which the woman didn't show up to the appointment, and she needed to call me back, and she didn't later. One was a very famous place called L'Auberge Del Mar. It's five-star. When I called to make a room reservation there, I was there for seven and a half minutes before I even found someone. I eventually called the manager who called me back. I said, “I'm going to give you a gift. I would like you to call and try to make a room reservation and get the experience of what that's like.” She did. She called me back and goes, “My goodness, Mr. Corbin. I had no idea.” We need to audit all of these activities. Our service organizations, which do not have an unlimited budget that a lot of corporations might have today, must be efficient, must be effective. The best consultation you can get is from yourself experiencing your deliverables and that which it is you are bringing to the market. I just think that we don't have a lot of wiggle room for error. There is a wonderful book by Andy Grove who started a little company called Intel. You probably haven't heard of it. Andy wrote a book called Only the Paranoid Survive. I don't think he is suggesting that we walk around paranoid. I think he is suggesting a strong and deep introspection into what we are doing and how we are doing it. I want to punch that home. Please, please for the benefit of all whom you are serving and whom you could serve in the future, take this message seriously. Know that you have a brand. Live that brand. Make sure that everyone in your auspices know how they live that brand. Hugh: Those are wise words. Mr. Russell Dennis is capturing sound bites. He is very good at picking out things, and you have given him a lot of fresh meat today. David, you work with a variety of different kinds of clients, some of whom you and I both know. When you are working with them on building out the whole framework of the organization they are launching and growing, at what point do you hone in on this brand image, brand promise, brand identity? At what point in this process do you focus on that aspect? David: I believe strongly with begin in the end in mind. It's more than rhetoric. If you are a service organization, really ask the penetrating questions. 1) Why do we exist, and do we need to exist? 2) Who do we serve, and how do we serve them? 3) How do we want to be known? 4) What do we want somebody to yell over to the fence to their neighbor about our organization? When you have that, you work backwards from that. Business planning takes the existing business and carries it out into the future, but strategic planning envisions the future and works backwards from there. I take a deep dive of visualization. Actually, as you know, I am a graduate of Woodstock. I was there in 1969. So I can say not just visualization, but hallucination. I can really hallucinate on those questions. I just was in front of an audience in Atlanta and said, “What do you want? What do you really want?” I say that to businesses as I do strategic planning. Who are you? Who are you really? Then you know all of that. That is when you contemplate for your brand promise and the reputation that you want to earn because you can't demand it. Then when you do that, you get the confidence to move forward. You now have the gristmill, and everything must go through that. How does it go against our brand? Should we do that? Great, tell us how it fits into our brand. When someone does something that is off-target, how did that dent our brand, and what can we do to prevent that from happening again? In direct answer to your question, do this brand audit right form the get-go. I promise you not only does it give individuals a sense of ownership, but it gives them a sense of confidence because nobody wants to mess it up. In Europe, they take it down to the bottom line. When you ding the brand, you are actually pilfering money from the organization. Isn't that something? Imagine if we really own the brand. No one changes the oil when we rent a car because they don't have ownership. When people know what the brand is in their hands, they take ownership. What happens is when you collaborate with your people, you breed creativity and commitment. Now they are engaged, they are enrolled. Nothing can stop a service organization with passionate, engaged people. That is why I plug what you're doing, Hugh. Hugh: Thank you for that, David. That is such a vivid description of how we can upgrade our performance and upgrade the performance of the organization that we have a huge responsibility for as the leader. Perceiving ourselves as the leader doesn't mean we have to do everything. It does mean we need to be involved in the grassroots of what is going on so we can know what is actually happening. And what you talked about brings to mind that we build relationship with others in the organization. To me, that is the foundation of leadership, and it is also the foundation of communications. You gave the gift to the hotel manager that she didn't have because she was too busy doing the top-level things to get into the minutiae and figure out, Whoa, how do we look to the public? You could go to any big company in America and help them do an audit, and it would bring them immense value, probably within the first 30 seconds of your conversation. Part of what you described is part of this word that you have used, which is such a brilliant framing of how we- Everybody in Synervision is a leader. We lead from different perspectives, and we impact everybody else in the organization. We also represent the brand. We don't know who is going to go wild, like United Airlines. That was such a terrible thing for everybody, but it highlighted an underlying problem. Brand slaughter was what brought it to the fore. I bet that cost United a whole lot of money so far, not to mention future business. Let's take it back to the charities. We are doing work that impacts people's lives, sometimes saving people from drug addition or suicide or insanity. There are a lot of worthy things we are doing. We have elements going on that kill the brand. I love it when you talk about this brand slaughter thing. I'd like to put it back into context in what we're doing with this world of charities and how we need to contain this brand and empower our tribes to represent the brand and not be guilty of brand slaughter. Give us a little more food for thought, especially for charities. I work with churches, synagogues, community foundations, semi-government agencies. I find there is a similarity with everybody, that we are not aware of how the culture is represented by the people, and that brand slaughter is committed in minor ways, but also in bigger ways. I am going to shut up now and let you talk about brand slaughter and why that is so crucial for our charities. David: I look at it this way. I believe that the financial results of any organization is largely dependent on the quality of its people and the clarity of its people. Be it a service organization or otherwise, I believe everyone in the organization should create a circle. I don't mean hands holding. I mean draw a circle, a wheel with a hub and spokes. Every one of those spokes is an essential core job function for that person. If it's a leader, we know some of the spokes are delegation, communication, strategic thinking, and financial management. Those are all spokes. Whatever the position is, if you're an operating room nurse or a development manager for a service organization, you create that wheel and look at the spokes. When you do, you start rating yourself on those spokes. The hub means you're terrible. Outside at the end is a number ten. That is mastery. You get real serious with whoever you are, whatever your job is, and rate yourself on a scale of zero to ten. Where you are an eight or nine, great, pat yourself on the back. That is really cool. But don't stop there. Unfortunately, Americans tend to stop at the immediate gratification. Look at what I'm doing great. We say no. Focus in on the threes, fours, and fives. Set a goal to a six, eight, and nine, and close those gaps. I say that to my brothers and sisters who work in the serious world of service delivery. I mean what we would call service providers and not-for-profits or whatever you want to call them. When you get serious, and you rate yourself on a scale of one to ten in those areas, and you start closing those gaps, magic happens. You know what the magic is? You start building a momentum of growing yourself. You can't grow an organization unless the individuals are growing themselves. You show me an organization that does what I'm talking about: closing the gaps, setting personal goals, and getting more efficient and effective in what they do. I don't care if their building burns down; they could accomplish their mission in a tent. They could do it with dirt floors. They could do it anywhere. The saying is, “Wherever two or more people are gathered in His name, there is love.” Let me tell you. Whenever you have a leadership team and a management team that talks about building their people, the only renewable asset in an organization, no matter what happens, they will win. Every one of the employees increases their asset value. You invoke the law of control. People feel good about themselves in the extent they are moving in the direction of destiny. Their confidence goes up. Their competence goes up. People talk about going down the rabbit hole. Now you are going up this amazing spire into success, achievement, productivity, confidence, peace of mind, and self-esteem. I am passionate about that because I have seen it work. I help it work. I live it myself. I couldn't talk about it if I didn't live it, or else that would be a form of brand slaughter. Hugh: I can validate that. You live out the David Corbin brand. You illuminate the brand. Or you don't do it. You are very serious about being spot-on. You show up fully present. I have been doing the German ice cream thing. I am being Häagen-Dazs Mike. Russell, do you have a comment or a question for our guest tonight? Russell Dennis: It's a lot easier to tear a brand apart than it is to put it together. Look at United. Those guys have been around forever and a day. And in the space of a day, they have torn the whole thing down and trashed a lot of good wealth. It's very easy. Brand is about- it goes beyond a logo. People think of a logo when they think of a brand. It's not the logo; it's what is behind the logo that symbolizes something. I am going to pull a definition out of a book that a very wise man wrote, “The brand as is a tangible expression of top-performing culture comes to life when the elements including the mission are taken off the wall and put into daily action at all levels and through all individuals in the organization.” That is a big mouthful. Hugh: Who is the wise person that wrote that? Russ: Just some guy who is sitting around while we chat. Hugh: David Corbin wrote that. Russ: Brand slaughter, to me, is the ultimate thing. To say this is what we stand for and do something completely different. I think there are some people out there who are scrutinizing and are waiting for somebody to make a mistake. I have seen people do that. You run into those folks in a supermarket. People don't intentionally set out to fail, but it happens. These are things that are talked about in the Core Steps to Building a Nonprofit course. When it's building that foundation, they could lay all those things out. The time to figure out your brand is right at the outset. Who do we serve? What is in our wheelhouse? What do we have? What are we weak at? Where are our gaps? I think you have to hammer those strengths and work with them, but when you have a gap, that is where your recruiting starts. You recruit your advisors, you recruit your board. Or you look for collaborative partners. But you find a way to do it that will stay because everything rides on it. You have to have it all in place. You have to have a solid foundation to start making those plans and do the things that you want to do first. What are we going to do first? There is a big vision. I have been working with Sue Lee. We had a great conversation yesterday. I have also been working with Dennis Cole on his foundation. We are looking at some potential sponsors. We have got some things that we are going to be doing really soon that are interesting, but we are ready to break out and go out there and be a service to people by telling them they don't have to succumb to any bad circumstances they have because of an injury or major illness. You can work around that. The whole brand is about living that and walking that walk. These are pretty courageous young men I am proud to be helping. Hugh: Part of that course where you talked about- David, Russell is helping people bring in revenue to their so-called nonprofits/charities. There is a relevance. Russ, I'd like to get David weigh in on the relevance of this branding and attracting revenue, the income that we really need that is the profit that runs our charity. Russell, I'll bring it back to you in a minute, but you had illuminated some things that I wanted to get David to weigh in on. There is a monetary equivalent to the integrity in our brand that you talked about earlier. David: Yeah. Just as in the strategic planning you are asking yourself who are we serving and why are we serving and how are we serving, when you look at the individuals you are appealing to in business development, you say, “Hey, contribute to us. Support us.” When we are looking at that, we then need to reverse-engineer that. That is what I do in my visualization/hallucination. Why are they contributing? What have they contributed to before? What are they contributing to? What is going to make them feel good? How do they know they are contributing to the right organization after they contribute so they might want to contribute again? When you contemplate the psychology of that, much like you look into why people invest into businesses, you think about those donors. Then you know that the emotional connection- You guys have heard me talk about the mojo factor or the God only knows factor. Why are you contributing to them year after year? God only knows. Would you consider not contributing to them or contributing to someone else? Absolutely not. Why? God only knows. They are not sure what that emotional connection is, but you know the emotional connection. In my case, with the anti-bullying, we are looking at the ramifications of some of these young souls who have been bullied and how it impacts their lives. Individuals who are donating to that might have experienced some bullying before and know the pain they went through, as well as the imaginations throughout their life. We know that now, so we know what the mojo factor is to get that individual to know who we are, what we do, and how and why they might want to invest. When that becomes our brand, when they can see it and feel it and taste it and touch it, which it to say there is energy between what we are doing and what we are saying, from the logo and the color and the actions and our behaviors and our sounds, then when we have that going on, we have this awesome connection. Years ago, some of us are old enough to know about Ma Bell. Remember Ma Bell? And then a company came in called Sprint and they wanted to break that God only knows connection, that amazing connection between Ma Bell. Sprint came in and said. It was MCI. They said, “We are going to beat the price,” and Ma Bell came out and said, “Oh yeah? Make them put it in writing.” Ma Bell, you don't talk like that. Ma? They broke that bond, you see. That is just an example of breaking a bond. When it comes to our organizations who are listening today, the bond is that promise. The two great things that my friend Russell just discussed are 1) it's a lot easier to kill a brand than to build a brand. That is so true. And secondly, among other things Russell shared, there are some people out there who are looking for you to mess up. There is an individual looking for the rabbi to have a ham sandwich. There is an individual who is looking for the such-and-such the wrong way. They are looking for that. Why? Because it is easier to find the fault in others than to take the personal responsibility to build themselves. So when you know that, don't be paranoid. But be a little paranoid and know they are watching you. Not only are people scanning you from a neutral point of view, and those scanning you from a positive point of view, but there are also those naysayers who are looking for you to be hypocritical. They are looking for you to mess up. That is when I say have everybody lockstep in knowing what is our promise and behaving that way. You can't go after fund development and not be the brand, or you are wasting your time. Hugh: Whoa. So Russell, I have interrupted you. Were you formulating a question? We are two thirds of the way through our interview, and we are getting into the nitty-gritty. Did you have a really hard question to stump our guest with tonight? Russ: There is no stumping David. It just follows in with what I was saying. The fourth step of building a high-performance nonprofit is to be able to communicate that value that you bring to everybody you come into contact with. You have people that work in the organization. You have donors. You have people who get your services. You need to know how to do it with everyone. With people who are working with you internally, you have to set an expectation so people know exactly what they are signing up for. Understand that you are not everybody's flavor, but you are some people's flavor. When you talk to organizations or donors or people who are going to support you, here is the reality of anything you undertake: There is going to be some risk associated. If you walk in and tell them, “Everything is going to be peachy,” when you are in the service mind-frame or an entrepreneur, we can be hopeless optimists a lot of times. It has been my experience that a lot of things take twice the money, time, and effort they are going to take because we go in with those good intentions. We have to be fully transparent, especially if we discover we have some problems or snags implementing the project. The time to talk about that is as soon as you discover it and look at it and say, “Well, we may not be where we quite want to be.” Up front, transparent. Illuminate as David has talked about. That is a book that is on my shelf. I love that book. I read the thing in one sitting. A lot of people want to cover up. Or human egos want to make us look good. When we are in the business of trying to help people with some serious societal problems, you have to get the ego out of the way. That is hard to do. It makes it difficult to get organizations to collaborate or talk to one another. I have seen a lot of that, too. My philosophy is that you can get a hell of a lot done if you are not hung up on who gets the credit. It is an uphill climb often, but I think the landscape is changing a little bit. People are going into business with a socially benefited mind. They create business structures like the LLC and the B-corp and the benefit corporations. We are seeing a lot of these social enterprises crop up. People can not only make a profit but can also do some good. It's all about doing some good, but there are certain things we have to look at. It has to be run efficiently and effectively, but it doesn't matter what your tax stamp says. Hugh: There is a comment on Twitter: “Doing what you love, loving whom you serve, believing that your nonprofit is vital. I knew too many whose hearts aren't in…” That's interesting. David, do you want to respond to Russ before we go to the final set of questions here? David: Well, a couple things that come to mind. Something that you had said earlier, Hugh, and something that Russell just said. I'll start with Russell. Yes, you need to face the issue. Face a lot of issues. Look at what happened. Happily, there will be lemonade coming out of this lemon on the United Airlines. Not for that doctor, but he will get a huge settlement. That is not what he wanted. I think the industry is shifting now. I read somewhere that Southwest Airlines has changed their model around overselling seats. Sometimes it takes this type of situation for people to learn, and then they shift. A lot of people don't really appreciate their life or family until God forbid maybe a near-death experience, and that is what wakes them up. I say practice safety in driving before then, don't wait for a near-death experience. Start contemplating for the potential issues or challenges that might happen in your organization before it happens. That is the part of roleplaying what could/might happen. What could possibly happen in this situation? Those are the types of things. Don't be a negative nelly. Don't get me wrong. The government has something called Sarbanes-Oxley that says the corporation has the fiduciary responsibility to anticipate, predict, and prepare for a natural disaster. It makes good sense. You don't have to mandate that to me as a business owner. Of course, if I am manufacturing a car, I want to make sure that if the person who creates my rearview mirrors goes down, I am still going to be able to meet the needs of my organization, my shareholders, my staff, my employees. Of course I am going to do that. I don't need regulation. For crying out loud, I don't even need the Americans with Disabilities Act, which is to provide reasonable accommodations for people with disabilities. For crying out loud, that is just good sense. It is just good sense. Plus it is the right thing to do. But be that as it may, we need to face the issue before it happens. Oh by the way, be prepared for facing the issue after it happens. So Mr. President of United Airlines, anticipate if a problem goes down how you are going to handle it. Don't say he was only following procedure. There was a guy in Nazi Germany who used to say that, too. I was just following procedure. I hate to make an extreme example, but I make a point following procedure. Following procedure, pulling a guy off, breaking his teeth. Come on. To say that is just ridiculous. What Pricewaterhouse did after they had a big brouhaha in front of 33 million people, they had 87 years of doing the job really well. What happened after that is they came back and apologized. They said Mea culpa. Just like the Japanese corporate executives did if a plane goes down, they resign. They take personal responsibility. But what Pricewaterhouse did is they said: It was our responsibility, and we apologize. We are looking into it. We want to congratulate those people on camera, including Jimmy Kimmel, for handling it elegantly. Even bringing a little humor into it. We apologize from the bottom of our hearts—I am paraphrasing here—and we will get to the bottom of this. We will let you know what happens so it never happens again. You see, that ding wasn't brand slaughter. It was kind of like getting a ticket for tinted windows or a light being out. I believe we are going to forgive them after a while, but it will be hard to forgive United Airlines after they issued responsibility and took that cheap ticket out. I'm piggybacking off some of the comments you made earlier. I think it's an important point. Anticipate what can go wrong. It doesn't require legislation for that; it requires common sense. Then practice. Practice so it comes out naturally. Sir Lawrence Olivier said the key to acting is spontaneity, which is the result of long, hard, tedious practice. I say practice. Hugh: I could hear you talk all night, David. I think people would be with us this long. There are people listening to you with lots of focus. We could all reframe our own leadership. The question we threw out for people to think about is from the leadership position. My forty years of conducting, I know that what the orchestra and the choir sees is what I get. The culture is a reflection of our leadership. Representing the brand internally helps them represent the brand externally. My question to you is, in this whole spirit of illuminating- I don't know about you, but I find some leaders who have more blind spots than awareness on the impact they are having on the brand externally and internally. You can do your own inventory, but I don't think we can. We need to illuminate with some outside, impartial person asking us the right questions. David, how can a leader, especially one that has been in a position for a while, keep it fresh and illuminate our own representation of our brand internally and externally? David: I think it's about integrity. Integrity is a powerful word. It's thrown around. But integrity, the leader living the values of the business. I can't ask you to do what I'm not willing to do. They say one of the biggest sports in life is soccer, but I don't think that's true. I think the biggest sport in life is boss-watching. Seriously. I really think that. They set the culture. They set the pace. To the extent they are leading with honor and integrity, with the values and behaviors and all. I talk about illuminate, face it, follow, and fix it. One time, instead of getting out of the shower and running past the mirror, I stopped. I didn't quite like what I saw, and I saw a guy who was 40-50 pounds overweight. I thought, My goodness. How dare I talk about illuminate if I don't face it. I faced it. I am asking everyone, every leader, to face: Are you living in integrity? I followed it. I found out why I was gaining weight. I was having a glass of wine or two every night, and it brought my blood sugar down. I would eat anything that was there. There are sardines and chocolate syrup. Looks great! And then I'd go to sleep. I didn't realize I was training to be an athlete. There is an athlete who drinks alcohol and eats a lot of food at night, and that athlete is called a sumo wrestler. I was training to be a sumo wrestler. I couldn't be a leader of Illuminate and be that hypocritical. The fix it was to take small steps and make some transformation. I ask my leaders, my brothers and sisters who are leaders, to get serious. I walked into an association that has to do with diabetes, and I saw a big Coke machine there. I look at some of our organizations who are in the health industry, and they are not healthy. I did a lot of work with a company. I won't tell you the name of it, but it rhymes with Schmaiser Permanente. They are talking about their model called Thrive. And I look at some of their employees, and they are out of integrity. I say, “Don't talk about thrive. You are better off saying nothing. When I see the word ‘thrive' and see people who are grossly unhealthy, I know you are hypocritical. I wonder where else you are cutting corners. I don't like that.” Everything counts. Everything counts. I scan, I think, I feel. Maybe below the line of consciousness. But if it is not in integrity, I am not donating my time and my money to you. I am going to move on to someone who is. Any business, any organization, the leader must lead by example. When she falls down, she says, “Mea culpa. You know what. I fell down. I apologize for that. Here is my plan.” The feminization of business today is so important. Authenticity comes with that, and a lot of drive. When we have the character to say, “Whoops, I messed up, wow, that is a big difference,” that is leadership. Leadership is real. Vulnerability, authenticity, those are just words. They are being overused, but they are real. Get serious about that. Hugh: You are preaching our song. We preach that leadership is influence. We get to choose if we influence positively or negatively. Those are good parting words, but I am going to give you the chance to do a wish or thought or tip for people as we leave. I want to recognize that they can go to davidcorbin.com. David Corbin leaps over tall buildings. Do you really run a 5K every Sunday? David: Every Saturday when I am in town. Hugh: Wow. And you went to Woodstock? You know who else was there? David: My brother David Gruder. Hugh: Yes, he was at Woodstock. You and I are contemporaries. I am a little older than you are. I have never had anybody on this interview series take a sound bite from Rhapsody in Blue. He is a modern-day Renaissance man with many skills. David Corbin, you are indeed a blessing to a lot of people, but tonight, to Russ and me for sharing this great stuff with so many charities. As we are winding up this really powerful interview, David, what is a parting thought or tip you'd like to leave with these amazing leaders that are making such a difference in people's lives? David: I would express my gratitude for their passion, for their hard work. It is difficult today. Service organizations, it seems as though they are being told to jump through hoops and then they make the hoops smaller and then they set the hoops on fire. It's not easy. We need to attract people to volunteer and donate and work for our noble mission. Every morning, I wake up. My hands and knees are on the ground like our Muslim brothers, and I give thanks and gratitude every single morning. I want to give gratitude to those of you who are taking the rein and doing this amazing work, this social work. I thank you for that. I deeply hope that some of these ideas might help you be more effective, more efficient, and more joyous and confident in what you do. Thank you for what you do. Hugh: David Corbin, special words indeed. Thank you for sharing your wisdom with so many people. Your words will live on. Thanks so much for being with us. David: Thanks, brother. Learn more about your ad choices. Visit megaphone.fm/adchoices
From a person who walked the walk and talked the talk. Four ideas from Grove. 1/ Be there to know what's going on. 2/ Have a Devil's advocate. 3/ Decentralized command is a powerful tool. 4/ People are involved and people have emotions. Intro: BenSound.com Outro: The Creek by Topher Mohr Inspiration: http://amzn.to/2aRqYnm Notes: https://thewaiterspad.com/2016/08/17/10267/
Andy Grove, CEO of Intel wrote a book titled: Only the Paranoid Survive. I have found degree of “healthy paranoia”very useful in my own life. Listen to my story about a leveraged buyout deal that almost tanked, was it not for my paranoia, which saved it. My paranoia often caused me to wake up at 3am in the morning, in a pool of sweat, thinking of a client I had not talked with for a while and having a hunch that they may not be happy. Healthy Paranoia includes expecting the best, but preparing for the worst. George Soros and Warren Buffet both taught me that as long as we protect our downside, our upside would take care of itself. Paranoia helps you protect your downside. Question of the Day: How do you protect your downside?
遲早有一天，任何一家公司都要面對策略轉折點――在這個點上，企業成功的基本規則變了，除非企業能夠適應主流的新規則與條件，否則公司的衰敗無可避免。
遲早有一天，任何一家公司都要面對策略轉折點――在這個點上，企業成功的基本規則變了，除非企業能夠適應主流的新規則與條件，否則公司的衰敗無可避免。
Andy Grove, perhaps more than anyone other than Steve Jobs transformed technology, drove the growth of Silicon Valley and shaped the views of so many of the people that run tech companies today. To say that he was the Godfather of Silicon Valley would not be an understatement. Andy Grove, who passed away yesterday, was one of the founders and CEO of Intel Corporation, where he transformed the role of semiconductors from an obscure part of tech, to almost a consumer product. He was also at the cutting edge of the computer and Internet revolution. Back in 1996, twenty years ago, Grove wrote a book entitled Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company. It's still widely read and respected. Upon the publication of that book in 1996, I had the chance to speak with Andy Grove. At the time, WiFi didn’t exist, Hi Speed Internet was still a dream, and networks were reserved only for the biggest of corporations. But Grove saw that key inflection points were coming. He foresaw the change they would bring about the creative destruction that would result in the change that has swept the world today. Here is a little of that 1996 conversation with Andy Grove:
The Top Entrepreneurs in Money, Marketing, Business and Life
Ep 166 Frank Meehan, the co-founder of Spark Lab Global Ventures a global early stage ventures capital firm. Listen as Nathan and Frank talk about how to effectively run a board meeting and the numbers of Spark Lab Global Ventures. YOUR $100: Remember to subscribe to the show on itunes then text the word "nathan" to 33444 to confirm that you've done it to enter to win $100 every Monday on the show. Do this now. Stop reading this and do it! Click here to join the top tribe and instantly learn how Nathan made his first $10k at 19 years old: bit.ly/1SynoAg Top Entrepreneurs join Nathan Latka daily inspired by, Art of Charm, Pat Flynn, John Dumas, Entrepreneur on Fire, Chalene Johnson, Lewis Howes, School of Greatness, HBR Podcast, the StartUp podcast, Mixergy, Andrew Warner, AskGaryVee, and the great hosts of BiggerPockets! 3 Key Points: Don’t be afraid of managing your board strongly. Get every member up-to-date on what’ll be discussed clearly before a board meeting. SAAS companies can thrive in Asia, getting up to 30-40X on annual recurring revenue compared to being based in America. Core strengths of Spark Lab Global Ventures include being well connected and scouting to the U.S. from Asia and vice versa. Time Stamped Show Notes: 01:00 – Nathan’s introduction to today’s show. 01:42 – Frank joins the show. 01:52 – Frank left Horizons Ventures because he wanted to be more independent. 02:48 – Frank was involved in Spotify’s development team. 03:27 – Countries like Sweden, Israel, and Korea work hard but have to go global because the local market is limited. 04:35 – When it comes to boards, generally an entrepreneur doesn’t want to start with too many people on them. 05:17 – Frank gives general advice on managing a board. 06:50 – Talk to your board members individually before a board meeting and ensure it’s clear what’ll be discussed during the board meeting. 07:03 – Because of good planning by his partner, Frank’s never been surprised at a Spotify board meeting. 08:40 – Don’t be afraid to manage your board strongly. But do it before the board meeting. 09:03 – Spark Labs Global Ventures ran a fund of 30 million in 2014. 09:57 – A core strength of Spark Lab Global Ventures is scouting to the U.S. from Asia and vice versa. 10:56 – There’s a lot of investing going into Asia. 11:22 – SAAS companies transferred to Asia can get up to 30-40X on annual recurring revenue. 12:30 – Of the 30 million Sparks Labs Global Ventures raised, the company’s deployed about half of it. 13:43 – One of Frank’s businesses’ main pull is that it’s incredibly well connected – it can identify hot businesses quickly. 17:02 – Famous Five Resources Mentioned: Growth Geeks – The way Nathan hires growth hackers on a per project basis for things like info graphics, blog posts, and other growth projects Edgar – A tool Nathan uses to add pieces of content to a library and automate content distribution on media platforms. Spark Labs Global – Frank’s business @frank_meehan – Frank’s Twitter LinkedIn – Frank’s LinkedIn Mark Zuckerberg – CEO Frank follows Slack – Frank’s favorite online tool. Only the Paranoid Survive – Frank’s favorite business book. frank@smartup.io – Frank’s email. frank@smartlabsglobal.com – Frank’s email Famous 5 Favorite Book?— Only the Paranoid Survive by Andrew S. Grove What CEO do you follow?— Mark Zuckerberg What is your favorite online tool?— Slack Do you get 8 hours of sleep?— No If you could let your 20 year old self know one thing, what would it be?— Be more ruthless. Listen to The Top if you want to hear from the worlds TOP entrepreneurs on how much they sold last month, how they are selling it, and what they are selling - 7 days a week in 20 minute interviews! Join the Top Tribe at http://NathanLatka.com/TheTop The Top is FOR YOU if you are: A STUDENT who wants to become the CEO of a $10m company in under 24 months (episode #4) STUCK in the CORPORATE grind and looking to create a $10k/mo side business so you can quit (episode #7) An influencer or BLOGGER who wants to make $27k/mo in monthly RECURRING revenue to have the life you want and full CONTROL (episode #1) The Software as a Service (SaaS) entrepreneur who wants to grow to a $100m+ valuation (episode #14). Your host, Nathan Latka is a 25 year old software entrepreneur who has driven over $4.5 million in revenue and built a 25 person team as he dropped out of school, raised $2.5million from a Forbes Billionaire, and attracted over 10,000 paying customers from 160+ different countries. Oprah gets 60 minutes or more to make her guests comfortable to then ask tough questions. Nathan does it all in less than 15 minutes in this daily podcast that's like an audio version of Pat Flynn's monthly income report. Join the Top Tribe at http://NathanLatka.com/TheTop
Episode Summary Randy Rayess is the co-founder of Venture Pact as well as an angel investor. Randy was the finalist for the Innovative Awards in 2014 and has a lot of valuable insight for tech entrepreneurs. On the show, Randy talks about the importance of screening a good team, solutions to tough problems do not happen overnight, and much more on today's show. Key Takeaways 01:45 - How did Randy get the entrepreneur bug? 03:40 - How did Randy come up with Venture Pact? 04:10 - Work on solving a tough problem no other startup can solve. 05:50 - Running a start up is a crazy marathon with a bunch of obstacles on the run. 06:35 - It takes time to find the right market and to have a scalable business model. 10:00 - Randy looks for a team to vet, not just one person. 15:45 - It's important to find investors who are in the same field you're in. 19:05 - Warm connections are the best way to reach out to an investor. 20:30 - Short pitch decks let you focus investors' attention better than longer pitch decks. 21:15 - What should developers do if they're in the game industry? 23:08 - Randy lists a couple of his favorite books. Tweetables Startups require a lot of patience and extreme persistence.Work on solving a tough problem no other startup can solve.Running a start up is a crazy marathon with a bunch of obstacles on the run. Short pitch decks let you focus investors' attention better than longer pitch decks. Links Mentioned The Power of Now by Eckart Tolle Drive by Daniel Pink Only the Paranoid Survive by Andrew Grove Lean Startup by Eric Ries @RandyRayess Randy Rayess LinkedIn Questions@VenturePact.Com. Want the Transcription? Click Here to Download Share The Show Did you enjoy the show? I'd love it if you subscribed today and left us a 5-star review! Click this link Click on the 'Subscribe' button below the artwork Go to the 'Ratings and Reviews' section Click on 'Write a Review'
Atmel’s Andreas Eieland (@AndreasMCUguy) spoke with us about low power chips and benchmarks, including tips for measuring and achieving the lowest power possible. EEMBC has a low power benchmark: ULPBench. EETimes wrote up a great introduction to the benchmark. Atmel’s SAM-L posted some excellent numbers for ULPBench. Chris wanted to look at processors between Cortex-M4 and phone chips. Andreas suggested the SAM7, SAM E, and Cortex-A5. Programmable logic blocks (Look Up Tables) Coding tips and tricks for AVR micros (most things apply for all embedded development) App Note: Ultra Low Power Techniques App Note: Performance Levels and Power Domains Andreas was also on Episode 15: Robot on the Front, speaking about how the AVR processor line came to life, why there is an AVR in Arduino, and the spirit of making things. The Planet contest ends Friday June 12 (at midnight your time). Check out their jobs and send in your contest entry. Also, check out Elecia’s BLE Intro.
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