Ted Glasnow

Type of company: Paid-growth driven businesses; Most common North Star Metric: Growth efficiency

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

Jim Collins...shares a different approach for identifying your wheel...for larger corporations:

1. Create a list of significant replicable successes your company has achieved 2. Compile a list of failures and disappointments 3. Compare the successes to the disappointments and ask, “What do these successes and disappointments tell us about the... See more

Flexport now assigns an account executive (responsible for revenue) and an account managers (responsible for NPS) to each customer

Michael Porter...found that there are only tow paths to winning a market.

1. Operational effectiveness : Performing activities better than rivals 2. Differentiating: Performing activities differently, or performing different activities, thanrivals

You can’t expect the organization to “just know” how to pull together a quarterly plan. Working without an agreed-upon framework can often be a recipe for disaster. 

it's hard, as Salesforce, to re-architect your entire platform to be built on top of this notion of a cloud data warehouse, especially when all these other vendors have already built tools on top of your own platform. I'm not sure how you go from point A to point B there.