Your issues get meatier every week. I've to set aside a time for this. Maybe that's something showrunners figured out years back when they created the breakfast program category or inserted coffee in the title.
The merchant sensibility post was a gem. That "you need data and first-hand experience" is obvious but often gets lost as we optimize for one over the other at different levels of scale. Sometimes, what counts cannot be counted, and what can be counted doesn't count.
I have thought of what makes founders and leaders better storytellers. My best guess is clarity. Word by word, they're not necessarily better storytellers. But they can distil something vast like a business into a label or a phrase that captures the essence of it. Most recent case in point is the use of 'lemonade-stander'. It evokes emotion, is a very visual label, and sticks.
What I've learned from Rory is to look for things where perceived value > objective value. For example, a bridge only has objective value. No cares about how it looks or how it makes you feel. But anything that involves human interaction like a library or a train or phone is or should be measured y its perceived value.
We've seen and experienced merchant sensibility in many forms - the marwadi who operates the seasonal business (high risks, high rewards), the Gujrati who traveled across the world to find trading that many other chose to ignore etc etc. But in the 'professional' business, this is not so cool. And so the oversight.
Clarity - that's my aim. It's like the polish on the diamond. Takes a lot of effort to achieve, creates extra ordinary value and is difficult to ignore afterwards.
Your issues get meatier every week. I've to set aside a time for this. Maybe that's something showrunners figured out years back when they created the breakfast program category or inserted coffee in the title.
The merchant sensibility post was a gem. That "you need data and first-hand experience" is obvious but often gets lost as we optimize for one over the other at different levels of scale. Sometimes, what counts cannot be counted, and what can be counted doesn't count.
I have thought of what makes founders and leaders better storytellers. My best guess is clarity. Word by word, they're not necessarily better storytellers. But they can distil something vast like a business into a label or a phrase that captures the essence of it. Most recent case in point is the use of 'lemonade-stander'. It evokes emotion, is a very visual label, and sticks.
What I've learned from Rory is to look for things where perceived value > objective value. For example, a bridge only has objective value. No cares about how it looks or how it makes you feel. But anything that involves human interaction like a library or a train or phone is or should be measured y its perceived value.
Thanks Rout.
We've seen and experienced merchant sensibility in many forms - the marwadi who operates the seasonal business (high risks, high rewards), the Gujrati who traveled across the world to find trading that many other chose to ignore etc etc. But in the 'professional' business, this is not so cool. And so the oversight.
Clarity - that's my aim. It's like the polish on the diamond. Takes a lot of effort to achieve, creates extra ordinary value and is difficult to ignore afterwards.