Large companies fail because they let anyone veto bold decisions

Because what can end up happening is you can always have a pocket veto in a large company where if you ask enough number of people, people say, No.

10:40 / 11:15

what has what are the two or three things that have happened that have really helped us out? One was, being very clear on what is up for debate and what is not up for debate. Because what can end up happening is you can always have a pocket veto in a large company where if you ask enough number of people, people say, No. If you're a large company, you ask enough number of people, someone's gonna say no. Right? And so when you have conviction about something that's happening, that is gonna be a bet that you need to place. Like, you know, what what most people think in large companies is large companies don't experiment. That is, in fact, not true.

About this clip

Cisco's president reveals how large companies can overcome internal resistance to innovation. He explains the critical importance of clearly defining what decisions are open for debate versus what requires conviction and commitment, debunking the myth that large companies don't experiment.

Why this clip

Offers a specific, actionable framework for overcoming one of the biggest challenges in large organizations - the pocket veto problem that kills innovation.

10:40 - 11:1535stactical advice

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