Sublime

CEO must be the CIO—the Chief Innovation Officer!”). This usually results in chaos, the top-left quadrant. Not every phone operator has to be a champion innovator. Sometimes you just need them to answer the phone. The most common trap, however, is to head straight to the bottom-right quadrant. As mentioned earlier, leaders proudly draw a box on an

In terms of execution heuristics, perhaps the best is Peter Thiel’s “one thing.” Everyone in the company is responsible for one thing. Each person should at all times know what their one thing is, and everyone should know everyone else’s too.

Scale up your capacity by always fighting on multiple fronts, but not too many Succeeding in warfare requires knowing when to go beyond fighting the wars on the fronts that we have been asked to fight, and fighting the wars that need to be fought. As Machiavelli explained, generals who fight battles with a single battle line will collapse as soon

Today’s best leaders are those willing to say to their organization: I understand the complexity of the environment. I understand that you must move faster than our structures allow for and that you understand your problems better than I ever could. I will create spaces for you to organically communicate and share information. I will empower you to

The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors. A leader’s most important responsibility is identifying the biggest challenges to forward progress and devising a coherent approach to overcoming them.

Some highlights have been hidden or truncated due to export limits.

To obtain higher performance, leaders must identify the critical obstacles to forward progress and then develop a coherent approach to overcoming them.

The hidden power of Wal-Mart’s strategy came from a shift in perspective.