You don’t see the 99 companies that failed doing what the one did right. That simple truth should reshape how every CEO and founder thinks about strategy. Yet business leaders consistently fall into the same trap: studying success stories, benchmarking against winners, and copying “best practices”—all while ignoring the invisible graveyard of companies that …
The Survivorship Illusion: Why Copying Winners Rarely Works Read More »
In 2000, Netflix CEO Reed Hastings walked into Blockbuster’s headquarters with an offer: purchase Netflix for $50 million (Randolph, 2019). Blockbuster’s leadership rejected the proposal outright. At the time, Blockbuster had 9,000 stores worldwide and nearly $6 billion in revenue, while Netflix was a small mail-order DVD service. Blockbuster was anchored to its brick-and-mortar …
The Anchoring Trap: How a Single Number Can Hijack Your Business Decisions Read More »
Most CEOs I meet obsess over revenue targets. Few obsess over protecting them. Here’s the truth that becomes obvious in every M&A process or investor pitch: two companies with identical revenue can command wildly different valuations. The difference? One has a moat, the other has momentum. Investors and acquirers pay premium multiples for defensible …
Moats That Multiply: Building Competitive Advantages That Compound Read More »
If you’re running a company or business for any length of time, you’ve probably felt it—that invisible ceiling. You’ve expanded your product line, hired more salespeople, invested in marketing automation, and doubled down on customer success. Yet somehow, your growth curve looks less like a hockey stick and more like an EKG readout. The problem isn’t that you’re not working hard enough. The problem could …
Why 10x Is Easier Than 2x: The Behavioral Science of Exponential Growth Read More »
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