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11 results for “organizational survival”
cleared because we have to deal with regulatory constraints in everything we touch and we do. That's a huge barrier for us. We're just not a company that can say, oh, this is great. Let's try it. We have to have a huge process before we can try anyth
30:42 / 31:51
from transcript30:42 – 31:51
the skills that are required become significant. And as the steward of your organization, you have an obligation to all of your stakeholders to make sure that you can compete and defend your right to win, let alone expand your right to win. You have
39:44 / 40:49
from transcript39:44 – 40:49
everyone is better off if this company is wildly successful. Everyone looks smart and, you know, makes lots of money or whatever if this company grows and, does what we all dream it can. So at the end of the day, the best decisions, the ones that are
1:05:14 / 1:06:16
from transcript1:05:14 – 1:06:16
So it is it's such an important skill to get good at, particularly when you're going through a lot of change. And the last one is humans are messy, and it's very emotional. And when you're a leader, particularly if you have any kind of Enneagram two
1:04:29 / 1:05:33
from transcript1:04:29 – 1:05:33
and and this is an a a a a a broad oversimplification, so please take it as such. There are two things that we're focused on. One, we've got lots of smart people. These are tools and applications. We're trying to get them into their hands and give th
29:57 / 31:02
from transcript29:57 – 31:02
“Why big companies kill entrepreneurial spirit and how to survive it”
very, very difficult. We hear over and over and over again from people who have an entrepreneurial spirit and are working inside companies that are just not set up for them to succeed, to generate th
28:59 / 29:33
tactical advice28:59 – 29:33
Those are kind of the core skills, I think, that make us humans. Remember, our species until about forty thousand years ago wasn't the only sapiens around, and we were never the biggest, we were never the fastest. What allowed us to emerge as the ape
9:42 / 10:55
from transcript9:42 – 10:55
The idea that businesses, corporations exist only to serve their shareholders is only about 50 years old. Yeah. The history of corporations is they do serve a public benefit. And stakeholders, whether that is customers, whether that is team members,
28:28 / 29:31
from transcript28:28 – 29:31
the organization into total chaos? Yeah. It's a it it is a fine line, and it's a tough thing to to to do. For the longest time, I think as a younger as younger guys running the company, you know, and our board's asking us about our our succession pla
39:27 / 40:48
from transcript39:27 – 40:48
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
What is what's their goal? What are their intentions? And there's different things that people care about. You know, just because you've had a company for thirty or forty years, doesn't mean that everybody cares if their name is still on the door, or
44:12 / 45:17
from transcript44:12 – 45:17
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