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Business Insights
Your competitor is a lagging indicator
Competitor obsession feels like discipline. What it buys you is a delayed copy of someone else's plan, built on reasoning you never get t...
Your ego picked your last three projects
Buffett wrote that the managers he backed let ability, not ego, decide what they attempted. Focus is not a calendar problem. It is a deci...
Your plan only describes winning
Every case in your plan describes the business carrying on. The two numbers that decide whether you survive the one that doesn't are rare...
You lose a reputation in instalments
Reputations are drawn down in instalments by people who never tell you they are doing it. A thirty-minute audit of your sent mail shows y...
You cannot bank a growth rate
Revenue tells you the market said yes. Margin tells you whether you can afford the next yes. Most owners manage the first number and inhe...
What you are good at is narrower than you think
The sentence is usually read as a warning against ambition. It is not. Buffett is telling you which voice in the room gets the deciding v...
Why you keep hiring people slightly worse than you
Tim Cook says the people around him are smarter than he is. That is not modesty. It is a job description, and it is the half most owners ...
Founder dependency is a valuation discount
Every hour the business needs you personally is money coming off the price. What buyers actually check, and the four things to fix a year...
Your org chart was built by accident
Nobody designed it. It accumulated, one urgent hire at a time. Here is how to rebuild it around outcomes, in the order that actually works.
Cutting fat vs. cutting muscle
A one-minute test you can run on any cost line in your business this afternoon, to know which of the three piles it belongs in before you...