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

1. What needs to be scaled to grow your business fourfold? 2. What aspects of your business model are so critical that you must control them? 3. Is your business model a direct-to-consumer model or an indirect model? 4. How can you use technology to scale quickly and cheaply? 5. How do capital constraints affect your scaling alternatives? 6. If you

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To identify key business objectives and revenue drivers, use the SPACES model: support, product, acquisition, contribution, engagement, success. Start by focusing on one or two primary objectives you can measure and expand from there. Good measurement frameworks consist of the goal you’re trying to achieve, the measures that will tell you if you ac... See more

1. Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. 2. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire c

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Vagueness causes confusion, but clarity of thought and purpose is a huge advantage in business. Good leadership requires a never‐ending process of boiling things down to their essentials. Spell out what you mean! If priorities are not clearly understood at the top, how distorted will they be down the line?