- Design a competitive response based on your business model and beating heart
- Things don’t appear out of nowhere. Be damn good at pattern recognition
- Picture perfect planning is like waiting for the world to change. Anticipate speed
- Change is not an event. It is a mindset
- People don’t buy what you do, but why you do it
- Bureaucrats make bureaucracy. Bureaucracy prevents innovation
- No doubt means you are not pushing hard enough
- Do you dare to hire your weakness?
- Dream big. But know what you can not afford to go wrong
- Are you a role model? Why (not)?
- Love to learn from mistakes
- People matter. Relationships is key to achievement
- Real change is always bottom-up
- How do you inspire others to identify new paths to lasting impact?
- Change does not come from rationality
- Have courage. Ignore conventional wisdom
- Trust is a precondition to team performance
- True power only comes when everybody is ready to move
- By changing nothing, nothing changes
- Have your growth metrics outnumbered realism?
- What will your customers want next?
- Are you giving people a platform for spreading ideas that work?
- Design a competitive response based on your business model and beating heart
- Things don’t appear out of nowhere. Be damn good at pattern recognition
- Picture perfect planning is like waiting for the world to change. Anticipate speed
- Change is not an event. It is a mindset
- People don’t buy what you do, but why you do it
- Bureaucrats make bureaucracy. Bureaucracy prevents innovation
- No doubt means you are not pushing hard enough
- Do you dare to hire your weakness?
- Dream big. But know what you can not afford to go wrong
- People matter. Exceptional relationships is key to achievement
- How do you inspire others to identify new paths to lasting impact?
- Have courage. Change does not come from rationality
- Have courage. Ignore conventional wisdom
- True power only comes when everybody is ready to move!
- How do you transform from management to leadership?
- By changing nothing, nothing changes
- Have your early stage growth metrics outnumbered realism?
- What will your customers want next?
- Are you giving people a platform for spreading ideas that work?
NB/. It’s all about growth and change hacking for the better
- Design a competitive response based on your business model and beating heart
- Things don’t appear out of nowhere. Be damn good at pattern recognition
- Picture perfect planning is like waiting for the world to change. Anticipate speed
- Change is not an event. It is a mindset
- People don’t buy what you do, but why you do it
- Bureaucrats make bureaucracy. Bureaucracy prevents innovation
- No doubt means you are not pushing hard enough
- Do you dare to hire your weakness?
- Dream big. But know what you can not afford to go wrong
- Are you a role model? Why (not)?
- Love to learn from mistakes
- People matter. Relationships is key to achievement
- Real change is always bottom-up
- How do you inspire others to identify new paths to lasting impact?
- Change does not come from rationality
- Have courage. Ignore conventional wisdom
- Trust is a precondition to team performance
- True power only comes when everybody is ready to move
- By changing nothing, nothing changes
- Have your growth metrics outnumbered realism?
- What will your customers want next?
- Are you giving people a platform for spreading ideas that work?
NB/. It’s all about growth and change hacking for the better
-
Startup is no land for long lasting leaders. You either get traction or run out of resources. But what happens once you actually get to product market fit?Product-market-fit (PMF) marks such a critical... - but how you shape the message must change as you growEvery touch point a customer or prospect has with your company will shape their view of you. A clear brand message across the...
- Corporate leaders have so much to loose. This is why they are so reluctant to tear down those walls of bureaucracy. No conventional management model will tackle the challenge No skunk works, co-creation, just-in-time,...
- A celebrated software company had managed to accumulate 600 vice presidents by the time it reached USD 4 billion in revenues . Early stage companies have a hard time staying...
- Use some of those 75% of the resources you spend on innovating your product on the business model instead. Particularly in exports.Put boldly, early stage exporters start out with hypotheses of copying the...
- Familiar with the fear of failure or lack of speed in corporations? Although hard to accept, as a corporate innovator you can learn tremendously from startups. Here is why. Corporation vs. startup A corporation is...
- There is this continuous debate on what matters the most. The right team, the product, or the market. Until recently, I would have argued the team before the product. If you ask entrepreneurs or VCs which is most...
- To get beyond a passive equity investor and capitalize on his know-how, network and other resources, early stage companies should formalize a scalable process for communicating with people close to your company. Here's a few sources: http://bit.ly/2wf3bet http://bit.ly/2wlu9jj http://bit.ly/2x0l2qs http://bit.ly/2xJl2IA http://bit.ly/2xuPLty :-)
- If you make your innovation a hedging process - like we discussed here - then how do you lead and manage innovation? What are the particular ways of reversing the process to foster valuable innovation? Leading...
- Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody.Jane JacobsIn the near future I will run a workshop at a municipality in my...
Backing bold leaders
Both big company entrepreneurial minds and SME executives
Growing confidence in change
Get an outside perspective
You can start that journey here online or by emailing me, 7 days a week. Ask about ...