The Biggest Constraint in Commerce is that Only a Small Number of Leaders BELIEVE in the “possible”…

November 29, 2018

Remember these business quotes?

“There will never be a bigger plane built.” — A Boeing engineer, after the first flight of the 247, a twin-engine plane that holds ten people.

“There is not the slightest indication that nuclear energy will ever be obtainable. It would mean that the atom would have to be shattered at will.” — Albert Einstein, 1932.

With over 50 foreign cars already on sale here, the Japanese auto industry isn’t likely to carve out a big slice of the U.S. market.” — Business Week, August 2, 1968.

“There is no reason anyone would want a computer in their home.” — Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977.

Over my career, I’ve helped many an entrepreneur solidify and achieve his/her dreams, not because I am particularly smart, but for the following two reasons:

  1. Religiously applying strict business analysis disciplines in strategic planning and being harshly objective to the predictive outcomes. If the figures don’t “add up” then no amount of determination and “positive thinking” will turn a lemon onto a diamond.
  2. Believing in the figures even if they seem far-fetched… Sometimes you just have to trust that “shooting for the stars might just land you on the moon”

Nowadays I spend as much of my time helping bigger businesses overcome their self-imposed, limiting perceptions as I do developing new perspectives… with many huge companies refusing to open their minds to their true capabilities.

 

Warren Buffet says this is the “ABC’s of corporate cancer” … A for arrogance, B for Bureaucracy and C for Complacency… My take on it is the wrong people are making top-level governance decisions, which is why my Hierarchies of Marketing model is so important for growth focussed leaders.

 

Anyone wanting a copy of my book on the topic should connect with me on Linked In and request one. Now in its 2nd edition, some people even declare they experience an epiphany after reading it.

It takes a special type of executive to to believe in breakthrough opportunity
It takes a special type of executive to to believe in breakthrough opportunity

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