Searching...
15 results for “business discipline”
...Danaher business system. All these companies are talking about the exact same behaviors, but maybe they don't have the right social reinforcement mechanisms inside their organization. They don't do enough job instilling those things into just the day
49:21 / 50:32
from transcript49:21 – 50:32
or you guys to death with example after example of applying these methods to kinda make it a Us project, us and the management team and the board working together to get to truth and get to excellence, not bullying or shaming or lecturing from the ou
28:28 / 29:40
from transcript28:28 – 29:40
skill or tool in our toolbox, which was executive compensation. Once you've heard what's going on through this deductive reasoning and shadow p and l organization, and once you shift the strategy, and once you have the right people running the compan
27:44 / 28:47
from transcript27:44 – 28:47
...many different businesses and models, cultures to identify what works well, what doesn't work, and coach your companies on that. Right? Bring it up at the board meetings, implement it as strategy and tactics at the companies. But as a firm, we need t
50:14 / 51:28
from transcript50:14 – 51:28
...to business leaders, what do you find is effective in helping them understand their broader responsibilities to stakeholders? Daniel Goleman (3zero 30 It's an interesting question, Jeff. Couple of years ago, the Business Roundtable said that it wasn'
28:28 / 29:31
from transcript28:28 – 29:31
are exciting you? Well, the AI, it's called Sherpa. That's definitely the single most exciting new thing that we're doing. But we're also always trying to push the framework further. We have this culture philosophy. It's around these three pillars, c
48:43 / 49:45
from transcript48:43 – 49:45
organic growth with existing customers, new customers, sales engine selling, what we already do, and then M and A growth, right? That's always something we look at as well. Is it better to go ahead and acquire this skill set or this geography or this
14:46 / 16:03
from transcript14:46 – 16:03
If I were to ask everyone that worked directly for you how you did this, would it round to clear strategic communication and constant check-in? Is that the operating system of this method? Coupled with extreme levels of transparency, which I also lea
51:39 / 52:51
from transcript51:39 – 52:51
that the long term investors are my valued partners and should be rewarded accordingly, that I'm going to treat all of my stakeholders as first class members of my decision making process, my employees, my community, my vendors and suppliers, my cust
33:46 / 35:12
from transcript33:46 – 35:12
the short term pain of doing the right thing. Need to, but they did. They did it because they might have been necessary. Yeah. Because they understood that earning the public's trust over the long run is far more important than the short term. Value
34:29 / 35:33
from transcript34:29 – 35:33
...it usually looks nothing like what we bought.
9:48 / 10:52
from transcript9:48 – 10:52
how creative or innovative you are, the products or or services you put out in the marketplace. You as a company have to determine what is your unique value that you can offer in that space, and the extent to which you really choose to pull that leve
11:56 / 13:06
from transcript11:56 – 13:06
modern reputation, citizenship, you know, the degree of good that a company may or may not do in the world, but also creativity. How creative are your solutions? Governance. The structures and policies and integrity that sort of help the company to b
10:30 / 11:35
from transcript10:30 – 11:35
“Why milestone-based funding kills startup agility and constrains founder agency”
So what they're saying is we don't trust you. We don't want to give you agency. We want to make sure that we pre agree to how you will behave and what you will achieve to give you portions of the mone
24:57 / 25:24
contrarian take24:57 – 25:24
Each of our industry teams, for instance, has a leadership event, kind of an off-site with many of our CEOs, but many people we haven't worked with yet. And we're looking to further develop those relationships. The more people get to know our CEOs, t
12:48 / 13:53
from transcript12:48 – 13:53
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.