Trillade över en intressant artikel av Nathan Baschez på temat att det som ofta skiljer 10x i resultat är sällan 10x mer i nedlagd energi.
Introduktionen:
Every business will, from time to time, go through rough patches. And in these moments the people who run the business are usually pretty motivated to make changes and do something about it. But the types of actions they can imagine are often limited. Whole categories of possible moves—many of which may contain solutions to their problems—are invisible to them. They don’t enter into the consideration set. In a way, these managers are limited by habit and instinct.
If a perfect AI robot manager were to take their job, I think its process for diagnosing the causes of lackluster performance would look like a decision tree. And the most important fork in that tree is to classify the situation as a “strategy problem” or an “execution problem.” In other words, do we need to do a better job of executing our current plan? Or do we need a new plan?
Några andra höjdpunkter:
But the most important thing to learn from this is the math of compounding good execution.
Furthermore, good execution in one area tends to lead to good execution in other areas of the business, because good execution is only possible within a culture that permits (and even demands) excellence. Good execution leads to increased morale. The bar for everyone gets raised. The energy of good execution is contagious.
I think the hardest part about good execution is that it’s not the same as just trying harder. There is only so much time in the day and so much effort that is possible. You can work yourself to the bone but that might actually make your execution worse in many ways. My perspective is that good execution mostly comes from experience and skill, not from simply trying harder.
Second, prioritize and focus. Think of your business like an equation, and study each step in the process to see which you think could be most improved and would have the biggest impact if improved.