Sublime

Create Purposeful Disruptions

Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six.

Economic forces.

But the list on O’Sullivan’s other wall revealed an entirely different philosophy about power and what should happen to it when you’re confronted with complex, nonroutine problems—such as what to do when a difficult, potentially dangerous, and unanticipated anomaly suddenly appears on the fourteenth floor of a thirty-two-story skyscraper under cons

economy overseen by the Communist Party. Zhu is a tall, angular man, known for his energy and impatience. Larry Summers, the former treasury secretary and president of Harvard, once estimated Zhu’s IQ at 200. As mayor and premier, Zhu had all kinds of nicknames alluding to his determination: One-Chop Zhu, Zhu the Boss, even Madman Zhu, for his will

Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive.

Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid.

Know where the line is and be on the far side of fair.

In wartime, a company is fending off an imminent existential threat. Such a threat can come from a wide range of sources, including competition, dramatic macroeconomic change, market change, supply chain change, and so forth. The great wartime CEO Andy Grove marvelously describes the forces that can take a company from peacetime to wartime in his b