When it comes to Scaling-up, Strategy matters; Execution matters even more. Excellence in Execution is critical in a Scale-up journey. And any strategy is only as good as its execution. Even the best of strategies, if not executed well, flunks. Even moderate strategies, if executed well, works. Are we focusing (enough) on Execution? #ceo #scaleup […]
Scaling up businesses recruit talent, at multiple levels. Cultural fitness is one of the critical aspects to consider while hiring. Creating, nurturing a healthy culture in the Organisation is important alongside building and scaling-up the business. Hiring for competence is no brainer. But an appropriate hire would be the one who is functionally fit and
What gets measured gets done – anonymous. Measuring what we do leads to high performance. It’s important to measure (only) what (really) counts, for all that can be measured don’t (really) count. Also, how it’s measured needs to be simple enough, so that it gets measured on a consistent, constant manner; complex measurement / metrics
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Research shows people tend to pay more attention to bad / negative things than to good / positive things (known as Negativity bias). In a way, negativity is an attention magnet. When faced with challenges, we seem to be wired to focus overly on what’s going wrong; missing to learn from what’s working well. Leadership
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37 roles (out of 12,000 employees) drive 80% of the value for Blackstone, according to a McKinsey publication. These jobs are filled with Leaders fit for the task, says the article. It’s true with every business – a few roles determine, influence a large part of overall outcomes. These may exist at multiple levels –
1 in 60 Rule in aviation states that after 60 miles a one-degree error in heading will result in straying off course by one mile. This means the further we travel, farther we are from the destination. Straying off course is likely in our businesses too, for a variety of reasons. Constant tracking and course
Course Corrections Read More »
‘You shouldn’t focus on why you can’t do something, which is what most people do. You should focus on why perhaps you can, and be one of the exceptions’ – Steve Case. What we focus on expands. When we focus on why we can’t do something, we find excuses. When we focus on why perhaps
How much of my potential am using right now? If we’re not terrified a third of the time, we’re probably not pushing ourselves hard enough to reach our full potential; Rule of thirds, propounded by Nandita Bakhshi encourages us to spend ‘one third time in my comfort zone, one third a stretch, and one third
While working on Business plans and strategies we frequently ask this question – ‘What’s going to change in next 3 years, 5 years, 10 years’, tuning our business strategy accordingly. Jeff Bezos advocated a counter-intuitive approach to this, by asking his team – ‘What’s not going to change in the next 10 years?’, and crafting
Successful Leaders and High-performance Teams learn fast. This is made possible by (consciously) developing and practicing a constant learning mindset – that enables them to experiment, try new things unafraid of failing, focusing on the aspect of learning all the time. It’s further aided by exploring questions such as ‘Is this the best that we