For founders, the ability to say 'no' is a critical success factor. The most successful entrepreneurs demonstrate focus and discipline. Founders that pursue too many opportunities dilute their ability to execute and set the company up for failure. 'Shiny object syndrome' also indicates that a leader has not developed a framework that enables management to objectively weigh the merit of opportunities that might truly make the business great.
Posts from the ‘Performance’ Category
The subliminal signs we give in the workplace are sometimes more influential than the over ones. For example, If you've ever had a manager with an open door policy, you know what I mean. Either the door is truly open and you can have frank conversations, or the executive has a misguided perception of what having an 'open door' should mean to an organization.
When you write a proposal, whom do you feature? If you talk more about yourself than the client and how to solve his or her problem, you're running down the wrong path. Here are 10 tips to get back on track.
The debate about whether strategy or structure should come first is not a new one. And yet, I would say that the discussion is not material. The majority of companies I’ve observed experience a disconnect between their key strategy and structure… and completely miss the magnitude of how company and industry lifecycles factor into their potential for survival and long-term success. <More…>
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Building a company with raving fans takes more than just hard work. You have to put the customer's perspective at the core of product development and company processes. Customer-centricity and market-driven philosophies produce vastly different levels of success. A technology- or production-based approach typically leads to extinction. Here's why...
Trying to innovate with disruptive technologies, products, or business models in large, established companies is much like a flea biting the elephant. The size of opportunities presented by new and emerging markets just can't compete with sales from more mature offerings. If you make the right bet, however, disruption and innovation will drive real growth as existing products or services mature and decline. The question: When is it best to cannibalize?
For many entrepreneurs, the relationship they have with their business (or the product/service they invented) is like a torrid love affair filled with passion and emotion. An emotionally vested entrepreneur often has trouble listening to alternative views on value. And that's a fundamental mistake. Here's why...
By their very nature, startups operate on shoestring budgets. Thirty percent of new businesses fail in the first two years of operation; 50% fail within five years. While lack of funding may contribute to some of these failures, overfunding can lead to the same dismal results. See why an oversubscribed crowdfunding project may struggle despite its jackpot-sized influx of cash.