Or is it?
Whenever a person or a company succeeds there is no shortage of post analysis on why the strategy was so clever. Why what they did worked, and how clever the people behind it were. And I’d say most time the people behind it are clever. But what I’m wondering is how much of it was planned, on strategy and predictable before any of it happened.
If we look at the history of science, very few of our discoveries started on paper, or in the lab. What was far more common was something actually happened which surprised and delighted. The people behind the discovery, or even those around it, then re-tested what happened to build a theory to describe it – or in business terms, a story that described what happened in the form of a strategy.
I’m pretty sure this is most often the case in business. For every new company, or game changing innovation there are probably a thousand or more failures of others trying to do the same thing. But these failures rarely get written about, only the success stories. And these success stories are always told post success – who wants to hear about failures anyway?
This tells us much about startup strategy. And what it tells us is that strategy is often an illusion. It’s a post rationalisation of what happened – the reverse engineering of business enlightenment. Where the real value is unlocked in business, is entering a realm where value needs to be created, and implementing a set of behaviours that lead to momentum and serendipity. This is a more accurate description of how a “pre success” strategy is landed upon.
In a world of rapid change we are better off letting events shape the opportunity, rather than trying to shoe horn our idea into a perceived market trajectory.
No, we shouldn’t do that. It’s such a big thing with no clear way to start, and no clear way to end. There’s a really big chance we could waste a significant amount of financial, temporal and emotional resources on it. It’s too uncertain and adds a whole lot of life complications to it, it takes a lot of organising, registrations, financing, commitment to something for which a future which is unproven.
Here’ a better idea. We should do a project instead. Projects are superior to businesses. Superior because they tell us more about the future. It can sample our predicted future reality and test it for truth. In addition to that it has a number of micro benefits which add up to something significant.
- A project helps us get over our inertia. It’s only a project.
- A project can be bootstrapped more heavily, as we don’t need to build in any scale.
- A project allows us to do a minimum viable product, but actually mean it, and actually do it.
- A project is not a life long commitment. We can close it off any time for any reason we choose.
- A project tells our circle and the market that this is temporary, but worth trying.
- A project doesn’t need huge resources, only enough to cover one cycle.
- A project is likely maintain momentum and energy as the finish line is in sight from the start.
- A project let’s us test our assumptions, but in the real world – the market place.
- A project can lead to a better conceived project.
- A project can lead to important collaborations and discoveries.
- A project can lead to something bigger… maybe even a business.
- A project….
In fact, when we really think about it, business is simply a project which worked well and got bigger. Or we could say that a business is a number of separate yet continuous projects linked together in perpetuity, performed by the same people and infrastructure.
And so, it’s pretty clear if we just start with a project or tow, we might be lucky enough to end up with a business.
I’m a strong believer in the importance of setting written goals. However, it does seem as though for every person I meet that agrees with their ability to influence life outcomes, there are an equal number of people who dismiss the concept of goal setting as having an impact on achievement.
So here is the simplest explanation I can provide for how goals work: Setting a written goal creates selective perception. Written goals subconsciously program our mind to be aware of opportunities relating to the goal as they cross our path. All of sudden we see how things might work. This does two things: Firstly, it reminds us of the task we’ve set. Secondly, it helps us find ways to make it actually happen. After that, it’s just a question of effort and tenacity.
It’s kind of like your car: Have you ever wanted a new car, or just bought a car only to notice how many of them are driving around on the roads? This is selective perception at work. It’s a beacon for stuff that matters to us – for what is relevant in our world. We only see what is out there once we purposely place ‘it’ into our life or desire it.
One of the most powerful things we can do is set our brain to work in the background – and if we know it works on simple things like noticing cars, imagine what it can do once we set it to notice opportunities.
This was just so brilliant I had to re-post it here in its entirety. The 12 most powerful words in business from Ragans PR daily.
Office conference rooms, cubicles, corner offices, and common areas are crammed with business jargon that dulls imaginations and saps creativity.
Many powerful words for business have nary a thing to do, directly, with industry.
Polite push back can temper groupthink. Ask why “things have always been done that way.” Or ask why it didn’t work the last time you tried it.
People like proof. They want to see things with their own eyes. It’s human nature. In trying to reach and win customers, clients, colleagues, or management, show your ideas with examples. Draw an analogy, give an anecdote, paint a picture. Help them see what you see. Show them, and they’ll be more likely to get it and get on board.
Trying something that didn’t work, as long as it wasn’t impulsively foolish, dangerous, or illegal, can be regarded as the trial run or first draft.
Breathe, pause and collect yourself before you send an email while angry, take criticism too personally, or speak when emotion is clouding your judgment. The repair work required after you lash out is wasteful, unproductive, and inefficient.
Sure, market testing and focus groups have their place. But business success takes action and plenty of doing.
Hearing is a function. Listening is a skill. It takes practice. But it yields immeasurable dividends. Extra points if you listen, consider alternative options and critical feedback, and adjust course because of it.
The staggering pace of growth in social media shows how essential it is to learn all through life. Learning can mean formal training, of course. But learning also happens by staying nimble enough to act when opportunities appear.
Being open-minded—open to change, open to being wrong, and open to new possibilities—can lead to new products, new clients, new markets, and entirely new ways of doing business.
Civility eases differences among humans. When I was an editorial writer, my colleagues and I would gather each morning to discuss the official position the Cleveland Plain Dealer would take on the most controversial topics of the day.
Politics, religion, social issues—you name it. It worked well largely because the group was civil and respectful. And our boss was an awesome leader who made sure the discussions stayed that way.
Leading is much more powerful than managing. Think about it: You manage problems. You manage bills. Or you manage just to cope. Leading, on the other hand, is nuanced, customized, and inspired.
Fear of failing keeps people from doing all sorts of things: Piping up at a meeting with an idea, starting a business, or taking other risks. Failing is really an inevitable part of taking risks. And taking risks is an inevitable part of a strong business.
After failing, it’s important to learn what when wrong and how to do it better next time. This is the true secret of missteps. Through the lessons learned in the aftermath, greatness can emerge.
I was recently at the WPP Stream digital event in Asia (hence the serious lack of blogging). One of the sessions that we have at Stream are Ignite presentations. The idea for an Ignite talks is this:
- Tell us, but tell us quickly.
So the format is for 15 slides, where the slides change automatically after 15 seconds regardless of where you are up to.
It makes for entertaining viewing and rapid transfer of ideas. Here’s one that I particularly liked from Stream by Jason Oke which has some really great lessons for entrepreneurs, startups and anyone working in an innovation field for that matter. Enjoy.
If you wanted to learn how to speak French and I could give you a choice to achieve one of the following two options, which would you choose:
- To get an ‘A’ on your report card.
- To be fluent in the language.
Without a thought you would choose the second option. The second option clearly has more value than the first option. Even though the first option, may include the second, neither two are interlinked by default.
It’s an interesting analogy we can use when it comes to business objectives, brand propositions, and why we are embarking upon our latest startup mission. Do we want a number? (the A) Or do we really want thing that the number describes? (Fluency).
What’s also interesting is that speaking any language well is a life vocation, native tongue or otherwise. The achievement is not marked via formal qualifications, and language is most recognised when it has been learned on the street. A lot like business acumen in today’s rapidly changing world. The reality is greater than the certificate.
While fluency might be far too arduous a task for many of us, it’s important to recognise what we are really striving for before we even start.
A retail analysts was telling me that many of his clients don’t want to know the truth about where their customers are going – the inevitable move on-line. He asked him why and he said that many of them can’t face the truth, because it hurts too much.
Another truth is that it ends up hurting more the longer you ignore it.
Recently I ended up at a bar late at night. It’s a revered place called De Raum. It’s been well covered on the web so I’m not going to give a review of it here. What I will do instead is tell you the story of the ‘Teachers Reserve’. And how this business justifies an ultra price premium.
I asked the bar tender for something sweet, to help take the edge off after a heavy day – something night cap-ish. He said;
“I know just the thing. The Teachers Reserve. For those moments when you’ve done all you can, when the days been hard, and it’s time to reflect, quietly and possibly have a conversation in your own head. It’s not exactly social, but poignant.”
He then made up the drink and presented it in a manner which will make sense when you see the photo essay below. He furtively passed me the book, while he looked in the other direction – as if to say: ‘let this be our little secret’.
Classic theatre at transaction. I was delighted, and I didn’t mind paying the $25 for it.