Just finished reading "Great by Choice" by Jim collins.
Very simple read -with loads of numerical data supporting three basic "fundas"
1. 20 mile approach - talks about how imp it is to focus on doing what you have decided to do on a daily basis. if you have decided to run 20 miles a day - data supports the guy who runs just 20 miles per day (whether he is tired and not fit, or feeling extra energetic and fit - he does not reduce or increase the distance) v/s a guy who runs 30 miles when he is feeling great and 10 miles when he is not in the mood.
The illustration of how southwest airlines opened 3 sectors every year - year after year - for three decades v/s United and continental who opened 10 in good times and 0 in recession.
There will be critics who will say that with favourable tailwinds - why not run 30 miles. But I am sold on the 20 mile concept with my current experience.
2. Fire Bullets and then cannonball - How imp it is to try with bullets to set your aim correct and then accumulate all gunpowder to go for final charge. the importance of low cost, low risk and low exposure (to org) of experiments - and then pick the winners with data and fund/ fuel/ support them.
3. Oxygen Canisters - The guy who worries about oxygen when he needs it, v/s one who worries about it from day one. The funda holds true for insurance, SIP, early savings in life as well as cash/ debt exposure for the company.
In current retail scenario - one needs the leadership that can motivate teams to march 20 miles - in good times and bad times - one who can keep firing bullets and evaluate results without bias and ego, and one who do not risk future of entire organisation over egoistic store openings or so called "gut calls"
Very simple read -with loads of numerical data supporting three basic "fundas"
1. 20 mile approach - talks about how imp it is to focus on doing what you have decided to do on a daily basis. if you have decided to run 20 miles a day - data supports the guy who runs just 20 miles per day (whether he is tired and not fit, or feeling extra energetic and fit - he does not reduce or increase the distance) v/s a guy who runs 30 miles when he is feeling great and 10 miles when he is not in the mood.
The illustration of how southwest airlines opened 3 sectors every year - year after year - for three decades v/s United and continental who opened 10 in good times and 0 in recession.
There will be critics who will say that with favourable tailwinds - why not run 30 miles. But I am sold on the 20 mile concept with my current experience.
2. Fire Bullets and then cannonball - How imp it is to try with bullets to set your aim correct and then accumulate all gunpowder to go for final charge. the importance of low cost, low risk and low exposure (to org) of experiments - and then pick the winners with data and fund/ fuel/ support them.
3. Oxygen Canisters - The guy who worries about oxygen when he needs it, v/s one who worries about it from day one. The funda holds true for insurance, SIP, early savings in life as well as cash/ debt exposure for the company.
In current retail scenario - one needs the leadership that can motivate teams to march 20 miles - in good times and bad times - one who can keep firing bullets and evaluate results without bias and ego, and one who do not risk future of entire organisation over egoistic store openings or so called "gut calls"
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