Scaling Up : How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)

At the same time, it’s a very messy and creative process requiring lots of learning and talk time with a myriad number of customers, advisors, and team members.

Daniel M. Cable goes one step further and suggests you hire people who are downright strange.

Reduce by 80% the time it takes the top team to manage the business (operational activities) • Refocus the senior team on market-facing activities • Realign everyone else (onto the same page) to drive execution and results

Most of the teams we work with are wicked smart. With enough perseverance and grit they’ll find answers. Our concern is they might be working on the wrong question.

You don’t have a real strategy if it doesn’t pass two tests: First, what you’re planning to do really matters to enough customers; and second, it differentiates you from your competition.

You, too, need a team of absolute specialists — chess pieces — to achieve your ambitious goals.

Senior leaders know they have succeeded in building an organization that can scale — and is fun to run — when they are the dumbest people in the room!

We have the answers, all the answers; it’s the question we do not know.

Nothing is more maddening than hearing teams debate whether a certain idea is applicable in a business-to-business or business-to-consumer engagement. In the end, we’re all in the same business: people to people.