Tag Archives: no man’s land

When CEOs Become Blind and Bored

Psychologists refer to this as the paradox of power. The very traits that helped leaders accumulate control in the first place all but disappear once they rise to power. Instead of being polite, honest and outgoing, they become impulsive, reckless and rude. In some cases, these new habits can help a leader be more decisive and single-minded, or more likely to make choices that will be profitable regardless of their popularity. One recent study found that overconfident CEOs were more likely to pursue innovation and take their companies in new technological directions. Unchecked, however, these instincts can lead to a big fall.

The Power Trip, Wall Street Journal – August 14, 2010

And that’s the problem.  “New technological directions” are often a landmine waiting for the CEO’s foot.  Here’s the crazy part –  CEOs get crazy in No Man’s Land.  It’s a time of confusion and distraction, when the company is too big to be small and too small to be big.  After months, perhaps years of solid growth the company realizes they’re not quite sure why they’re in business.  The value proposition becomes ambiguous at best and the economic model, or lack there-of, does not enable the company to make money at higher volumes.  So what does the CEO do?  He or she gets bored with the details and starts innovating in a different direction.

When you, the CEO, feel like you’re losing control from Brent Sapp on Vimeo.

This is red line danger zone for corporate direction and strategy.  The idea that launched the business, that “thing” that the company did best to this point, starts to lose it’s appeal to the CEO.  In typical ADD (or ADHD) fashion the boss believes the best course of action is to get creative and do something different.  Landmine, three o’clock!  If you don’t believe me, listen to my friend Bill Wydra, CEO of Ash-Tec Technologies.

One of the reasons No Man’s Land claims so many ventures is the loss of the CEO’s tenacious focus.  Instead of a new idea, the leadership team should re-align on the value proposition and then refresh the economic model to scale the value proposition. This “re-focus” increases the probability that the company will survive No Man’s Land and thrive in more profitable revenue zones.

If you are a CEO and you’re becoming bored with your company’s direction, step back and re-focus.  Don’t let the illusion of past or present growth blind you to the reality of No Man’s Land.  Align the team on your value proposition and make the appropriate investments to maintain momentum and survive your growing pains.

Calvin CEO Bored

If you need a hobby, try P90X – you’ll be too tired to be bored.

Economy Heroes 60 Day Strategy Sprint

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5 Questions Every AD(H)D CEO Should Ask

Whenever I speak to a group of CEOs I always ask, “How many of us in this room are at least ADD?”  Inevitably almost every hand goes up, and I see nothing but smiles.   I think of 2nd stage CEO/Founders when I read this cartoon:

It’s almost like a badge of honor with this group.  They look at Elon Musk or Richard Branson as kindred spirits who used their eccentricities to break through the concrete wall of second stage growth. I’ve worked with over 500 of these outstanding individuals over the past 2 years and almost all share the same condition.  Of course they’re driven to distraction; they’re intelligent, innovative, and impetuous risk takers.  They lead companies that are too big to be small and too small to be big, and most want to scale their business. As you might guess, the most dangerous threat to them and their companies is not competition. It’s the tyranny of the urgent.  They spin too many plates and lose focus on their venture’s value proposition. They stop doing what they do best and get sidetracked from executing on top priorities.  Even in the midst of the maelstrom, they often get bored.  I recently asked my friend Bill Wydra, President of Ash/Tec Manufacturing, to identify his greatest fear as an entrepreneur.  Without hesitation he responded, “Boredom.” Unfortunately, over 90% of these CEOs and Founders lose their investment in the adolescent stage of growth that we call No Man’s Land because of CEO blind spots like micro-management, boredom and team misalignment.  Listen to my partner, Doug Tatum, briefly describe some of the symptoms of No Man’s Land.

How Do the Top 10% of Companies Succeed? from The Benchmark Button on Vimeo.

ADHD

Sound familiar? Because entrepreneurs are constantly in “SQUIRREL!” mode, here are six questions every AD(H)D CEO of a fast-growth company should ask and answer before entering No Man’s Land:

1.  Do I delegate all non-critical customer decisions? The tendency, of course, is for CEOs to get hands-on in almost everything during startup. But if the CEO fails to delegate then he/she gets buried in the details and can’t experience #2.

2. Am I positioned to do what I do best? Years ago every professional batter knew what pitcher Nolan Ryan, the all-time strikeout leader, would throw when he took the mound.  For almost 20 years Ryan hurled a 100 mph heater that, as all-pro Reggie Jackson once stated, “…seemed to disappear on the way to the plate.” Every CEO has a fastball. When I recently asked Bryan, the CEO of one of the fastest growing technology companies to identify what he did best he replied, “I’m great at raising capital.”  What would happen if Bryan was so buried in business operations that he didn’t have time to perfect and throw his fastball?  His company would grow itself out of existence.  A CEO must be freed up to do what she/he does best in order to survive No Man’s Land.

3.  Have I got the right people in the right leadership positions? This is a tough one, but not because the CEO doesn’t know the answer.  A fast-growth company moving through adolescence almost always has to endure strategic hires and fires.  The friends that came on in start-up, usually for a title rather than a salary often don’t have the talent or experience to scale the business.   The answer to this question is often excruciating, but the decision is essential to the company’s future.

4.  Can my leadership team clearly articulate and agree on the Value Proposition? Over 85% of growing companies don’t have a concise, cohesive statement that communicates their unique competitive advantage.  That means that most CEOs and their leadership teams are almost always out of sync on why a customer buys their product.  This impact of team misalignment on the value proposition permeates through the entire organization, ultimately resulting in poor resource allocation and low ROI.

5.  Does my leadership team spend more time planning than executing? Company leadership will flail like a beached pompano if team alignment and accountability on the top 3-5 company priorities does not become a routine.  The company must, at some point, transition from a culture of loyalty to performance.  Over 80% of CEOs believe they lead a performance-based culture, but their teams believe otherwise.  On the other hand, we’ve seen that a focused team that rows in the same direction and executes on the right things can increase performance by at least 20%.

The Pattern You see the pattern.  A company can get stuck in No Man’s Land if the head honcho doesn’t ask and answer these 5 questions in time.  But, if the leadership team assumes responsibility for all non critical decisions, and if the team gets in sync on the priorities to execute; then the CEO can throw her/his fastball and scale the company like every other successful AD(H)D Economy Hero. Just ask Richard Branson; that is if you can get his attention.

Economy Heroes 60 Day Strategy Sprint

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The Adrenalin Grass of Company Growth

Author and physician Donald H. Hilton described an interesting observation he experienced with his family on a safari in Africa:

While on a game drive along the Zambezi River, our ranger commented on the adrenaline grass growing along the banks. I asked him why he used the word “adrenaline,” and he began to drive slowly through the grass. Abruptly, he stopped the vehicle and said, “There! Do you see it?”

“See what?” I asked. He drove closer, and this also changed the angle of the light.

Then I understood. A lion was hiding in the grass watching the river, just waiting for some “fast food” to come and get a drink.  We were sitting in an open-air Land Rover with no doors and no windows. I then understood why it was called adrenaline grass, as I felt my heart pound.

For the moment, let’s change the angle of light slightly on your business.  Have you considered the possibility of danger lurking in your company’s growth enough to make you heart pound?

I consulted with the CEO of a fast-growing product company in the online gaming industry.  His business had developed a cool wireless device for the World of Warcraft addicts.  We revealed an all too common revelation concerning the future growth of his company.  Here are the benchmark results of his business compared to 400 competitors nationwide in our database:

Although my client currently experienced excellent growth, he immediately recognized that his EBITDA would drop dramatically in next three stages of revenue.

My client was neck deep in the adolescent stage of business.  No Man’s Land is a stage that requires increased capital to fund growth – both physical capital, and human capital (new management) in order to access the higher profitability of subsequent revenue zones.  He knew he had an immediate decision to make: pull back on the reins and wait out the recession, or seek private equity to fortify his growth through the next three stages.  He chose, as Economy Heroes often do, to throttle up!

This financial “ravine ramification” occurs with almost all companies, industry neutral.  My client was fortunate enough to see through the adrenaline grass before he walked into it.

How’s the angle of light on your company’s growth?  I know, you don’t scare, but don’t wait too long.  Once you hear the growl, it’s too late.

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A Radical, Tactical Shift in Strategy

Lewis Pugh is an environmental activist of the most creative order; the man knows how to get attention for his cause…

Pugh failed in his first attempt to traverse this recently formed lake near the top of Mount Everest.  The bulldog tenacity Pugh obtained in the military worked well for his swim at the North Pole a few years ago; but it failed him dramatically at an elevation over 15,000 feet.  His Sherpas, nomads who had for years experienced the harsh reality of Everest, encouraged Pugh to abandon his previous strategy of aggression and anger in lieu of a more emotionally controlled approach.  Pugh attempted the swim two days later, this time with a radical shift in his tactical approach. He prevailed.

All Entrepreneurs inevitably face a challenge of similar magnitude in the second stage of company growth, but this time their “lake” has no bottom.  My partner, Doug Tatum, coined the phrase No Man’s Land, to describe an inevitable transition when companies are too big to be small and too small to be big.  Entrepreneurs usually approach No Man’s Land with the same confidence, aggression and attitude that Pugh exhibited in his failed attempt.  Their companies are growing, certainly the preferred status but also a condition that can produce false confidence.  Growth can actually generate the greatest illusion and diversion for CEOs from the hidden danger they will face.

My partners speak to scores of CEOs around the country about the realities of No Man’s Land.  Thirty minutes into our discussion, jaws drop and heads nod.  “That’s my company!” one states, “I’m there!”  They also find it fascinating that No Man’s Land holds no favorites; it’s an industry neutral transition that produces confusion and indecision.

Surviving No Man’s Land requires a radical, tactical shift in company strategy relating to assessment, investment and decisions.  Even if what I’ve just described does not send a quart of adrenalin through your entrepreneurial veins, and even if you’re convinced your company has your market segment by the tail on the downhill grade, let me serve as your pro-bono Sherpa for the perilous swim your company will eventually undertake.  You’ll be glad you brought me along; because unlike Pugh, you can’t decide mid-swim to plant your feet on the bottom of No Man’s Land.

How to Choose a Great P.A.C.E.R.

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Does Your Company Have Adequate Capital to Throttle Up?

CEOs often feel like their company is too big to be small and too small to be big as they enter the second stage of corporate growth.  At that point, capital restructuring lurks around the corner to fund the wave of growth in the next revenue zone.  The “pang” from capital “hunger” starts to feel something like this:

We recently compared a client’s financial performance to over 400 competitors in their industry.   Here is what we found:

Our client’s company was at the bottom of the trough, poised to throttle up the wall of growth pains.  EBITDA dropped dramatically in the next revenue zone industry wide due to infrastructure and management requirements.  Once they peaked over the crest at $20 million the ride would be easier, but they had to pump in capital to fuel them through the transition.

Ironically, growth can be one of the greatest illusions of corporate health.  The sooner CEOs identify the wave before it crests and acquire the capital horsepower required to carry them through that dangerous transition – that my partner Doug Tatum identifies as No Man’s Land – the higher the probability that the company will survive and scale.

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CEO Blind Spot #2

Almost all CEOs have Blind Spots.  We’ve worked with over 500 companies middle market companies in the past few years; we know what sneaks up on corporate leaders and their inner circles.  We’ve documented the “IEDs” our clients experience that derail their strategy and execution because they didn’t see it coming.

We identified team misalignment as CEO Blind Spot #1.  Execution is almost non-existent when a team is out of sync on the company’s top priorities; but performance increases like magic, by at least 20%, when leadership rows in the same direction.

Here’s the next Blind Spot:

At some point, a growing company must transition from a loyalty-based culture to a performance-based culture.  My partner, Doug Tatum, describes this phenomenon as he speaks on the topic of his best selling book, No Man’s Land – Where Growing Companies Fail:

Management 3 (2) from Brent Sapp on Vimeo.

Accountability to performance is uncommon. Team accountability, where members communicate routinely and know the other members’ degree of execution, is rare.  Is your team loyalty-based or performance-driven? Would your team members agree that you track individual results?

Ask your team if the company culture is performance driven.  If it’s not, and especially if your business growing, then you may be firmly embedded in No Man’s Land – where over 90% of growing companies fail.  Scaling a business is like walking through a mine field; you’re willing to walk through it, but it sure helps to know where the mines are.  Don’t be blind-sided by Blind Spot #2.  Make the changes to transition your team, and strategy, from loyalty to performance.


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Sync with Your Team or Swim with the Fishes

In The Godfather, Sonny Corleone received an unmarked package while in a meeting with other “family” members.  The paper bound parcel looked weird and obviously contained overripe contents:

Sonny asks, “What’s this?”  Right hand hit-man Clemenza responds, “It means Luca Brasi (their rock star assassin) swims with the fishes.”  Paraphrase:  Luca ain’t around no more.

It reminds me of the young rock star CEO from Atlanta I met a few months ago.  A few minutes into our discussion I threw out the stat that over 90% of emerging businesses fail.  He shot back that, “I can’t get my arms around that figure, and besides… I don’t scare that easy.”

You’ve got to admire the guy’s chutzpa; which, by the way, is the reason those few entrepreneurs that make it generate over 85% of jobs.  But even though this talented young man is fortunate enough to boast about his company’s growth, the odds are (overwhelmingly) high that his dream child will share the sandy bottom with Luca Brasi in just a few years.

What are we missing?  How can a growing company with a unique product and a brilliant founder fail?  Why do these companies sink?  For many, they sink because they don’t SYNC.

So let’s brainstorm…

What happens when a CEO and the team are out of sync on one or more of the following items:

  • The company’s top 3 priorities
  • The company’s value proposition (unique competitive advantage)
  • The company’s leadership team (are the right people in the right positions?)
  • The company’s economic model (will the company make money at higher volumes? Can we scale our value proposition?)
  • The company’s capital (do we have enough money to fund future growth?)

Here’s what happens:

“It’s a crisis” translates into … it’s a crisis.  We spoke this week at the B.I.G. Summit in Orlando a while back to over 400 Entrepreneurs:

In our breakout session my partner asked the audience, “How many of you think your team is in sync on your company’s top priorities?”  Not one hand. We’ve seen the same response over the past few years with hundreds of CEOs around the country.  A team out of sync is a team that lacks focus and accountability on the right priorities.  Without alignment on critical issues like those I detailed above the company cannot prepare for the inevitable growth transitions that will occur when it’s too big to be small and too small to be big – which we call No Man’s Land.

But here’s the good news: syncing a team is easier than you think.  You just need a quick and efficient way to find out where the team is out of sync so that you can get on the same page and track performance.  Next time I’ll describe how you can accomplish that feat in less than 10 minutes.  If you want a sneak preview, visit www.IncNav.com.

Until then, don’t open any unmarked packages that smell funny.  Let someone else do the swimming.

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Economy Heroes – the Freedom Fight for Entrepreneurs

In his fascinating and sobering book, the 4th Turning, William Strauss chronicles patterns in America’s economic history.  He describes these patterns as cyclical “Turnings” that have occurred in our economy since the first ringing of the Liberty Bell:

  1. A High
  2. An Awakening
  3. An Unraveling
  4. A Crisis

Although The 4th Turning was published in the mid 1990’s it received little attention until 9/11, when many took notice of how that disaster fit into the 4 turnings, specifically the 4th.  In the author’s opinion we are currently in the Crisis Turning, and could be for the next decade.  But there is good news.

The good news is that “heroes” have surfaced in every 4th turn to rescue the economy from collapse.  The last 4th turning occurred in the Depression when The Greatest Generation stepped in, not only to emerge victorious in a World War but also to rebuild our economy with initiative, innovation and guts.

Our country needs a “re-tweet” of the Greatest generation; men and women with the tenacity of my favorite uncle, Charles Harbin – known to friends and family as “C.W.”.   He passed last year after a long battle with a debilitating back disease.   But even with pain that would force a rhino to its knees, C.W. was the mentally toughest individual I’ve known by far.   I loved hearing him tell stories over the years of his youth – growing up on a farm in a small Florida community during the Great Depression.   Jobs were scarce and his choices were limited which required intense focus and bull-dog perseverance.

His father handed him $150 on the night of his high school graduation then told his son he wished he could give him more, reminded him that his father he loved him, and wished him luck.   C.W. caught a ride to the University of Florida that night with the professor who gave his graduation address.    The professor dropped him off on the outskirts of town and also wished him luck.   C.W. found cheap lodging and showed up at a local dairy the next morning looking for work.   No jobs were available, but he committed to working at no pay until a job opened.  He worked without compensation for three months.

For the next four years C.W. started work at 5:00 a.m., went to class in the afternoon, and studied at night.   He joined the Marines the day after graduation because the job market was still tight and he wanted to serve his country.   He fought in the Pacific campaign, including Okinawa.  After the war he farmed tobacco and built enough capital to diversify.  In time he became independently wealthy as a commercial developer.  He employed many, help many, and was considered a  pillar of his community.

We need another wave, make that a tsunami, of heroes like my uncle – men and women with the courage and tenacity to step in to our economic war so that we can push through this Crisis and drift (as in racing) into the next “High”.

Here’s more good news. Our heroes have already surfaced:

2467635-man_of_steel

No, the Man of Steel can’t save the day – as cool as that might sound.  Our heroes are those who are working 24/7 to fuel this economy with jobs and great ideas; those who are taking risk to beat the odds of failure.  These crazy, courageous innovators are our Economy Heroes… our Entrepreneurs.  Entrepreneurs generate jobs, Washington can’t.  Entrepreneurs are our nation’s only hope to survive fiscally in the next decade.

The term “Economy Heroes” is not only a nom de guerre for our entrepreneurs, it is also a movement – a freedom fight for entrepreneurs. Economy Heroes is a “Starfish” organization, as defined in Ori Brafman’s book The Starfish and the Spider.  It’s distinctly decentralized in order to draw on the power of champions and catalysts from coast to coast who will push beyond Washington’s antics; and who will find new solutions that will fuel and motivate the success of those who are part of America’s competitive advantage in the world economy.  Our heroes need ideas, information, events, etc.,  to move the needle on their success.  The Economy Heroes movement was created to funnel those resources to entrepreneurs around the country.

The Economy Heroes Manifesto

In the early 1900’s immigrants flooded into Ellis Island with hopes of grasping the brass ring of freedom. They journeyed from all points to pursue dreams and launch their own business. Our ancestors offered every ounce of their innovation forged with an unyielding work ethic to initiate a movement of what we now recognize as our nation’s competitive advantage – our entrepreneurs. They were then and remain today America’s Economy Heroes.

We’re in the sharpest economic downturn since the Depression. Big business can fail, we know that now. Mega corporatations struggle to remain in business. We depended on them, invested in them and placed our confidence in them even though they (companies over 5,000 employees) generated only 2.2% of the jobs in this country.

Small businesses fail too. In fact over 90% of entrepreneurial companies don’t make it, even though the less than 10% that do survive generate over 80% of employment and almost all innovation. These CEOs take risk to advance their ideas and fuel our unique cultural environment that enables entrepreneurs to march “North” while every else is marching “South”. They are not corporate “rock stars” like Jack Welch. Their stories are not as legendary as SouthWest, FedEx, or Walmart – yet. Economy Heroes are more important now than any other time in our history. They need attention, not bailouts.

What will turn the current economic tide? Our labor cost? Our engineering? Our science? Wall Street and Washington can’t move the needle. The market plummets like a millstone in open water. We watch the 24/7 news stations with sweat streaming from our pores as we internalize the dramatic blow by blow anchor blather. We fantasize the worst, and our political leaders react with one “magic trick” after another; hoping something friendly will appear and be embraced.

We must elevate awareness and provide support to our Economy Heroes. All entrepreneurs eventually face “No Man’s Land” (a term formed by Doug Tatum, author of No Man’s Land: A Survival Guide for Growing Midsize Companies). No Man’s Land is an inevitable “adolescent” stage of corporate growth where most companies fail. Corporate adolescence often produces agonizing battles between the habits of a lonely entrepreneur and the immutable laws of growth. The result is often confusion, frustration, stagnation, and loss of employee morale.

Our heroes face huge obstacles; they require essential information, accountability, capital, and political support to succeed. If they thrive, our economy will survive. Like the courageous immigrants of old, our Economy Heroes provide the fiscal hope for our present and future. They are America’s competitive advantage. It’s that simple.

Even if we are in the 4th Turning Crisis stage of our historical economic cycle, we need not fret; all we need to do is to pave a clear path for our  Economy Heroes and let them do what they do best – CREATE JOBS!

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The Growth Illusion or… How Does a Ferrari Leap a Canyon?

Traditional Scuderia Ferrari logo
Image via Wikipedia

People think there’s some kind of continuum between the smallest and biggest business – an unbroken line between me and the mouse on my desk and Microsoft – and that there’s some magical moment where you transform from being a small to a midsize to a large business. In fact, research shows that to be very far from the truth. Each form of business is a totally separate beast, and there are vastly different skill sets in running each one.

The real difference between a small business and an enterprise is the owner’s attitude toward growth. A Silicon Valley start-up is completely focused on getting big, and naturally risks failure to get there. A true small business, on the other hand, is focused on becoming profitable, feeding a family, and staying in business. That’s a fundamental psychographic and cultural difference.

Ridgely Evers, Co-founder of Intuit and Quickbooks, From American Express OPEN BOOK

She’s driving her new Ferrari with the top down.  It’s a beautiful day in SoCal and the needle is creeping over 115 mph.  Speed increases and life is good.  What she doesn’t see is a 1000 ft. chasm she has to jump a mile down the road.  Entrepreneurs riding a growth curve often can’t see the curve for the chasm.  What Ridgely calls is a “magical moment”, my company calls it No Man’s Land.  ALL companies go through it.  No Man’s Land is an inevitable, unavoidable growth transition every Entrepreneur must face.

The illusion of growth is as subtle and sublime as any Copperfield act.  If the Ferrari driver does not recognize the chasm is coming, she’ll re-enact this classic, and far-too common company scenario:

Whatever “beast” (as Ridgely identifies) your company becomes, it must ask the “Small Giant vs. Gazelle” question I mentioned in previous posts, and then review the business in the context of No Man’s Land.  Is my company nearing the chasm?  Am I already in the chasm and need thrusters to clear it?

Don’t wait, it may be a glorious SoCal day, but the chasm is coming.

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Will Your Company be Good 2 Late?

Good to Great
Image via Wikipedia

Some people say we should sell to the Fortune 500.  Screw that, we want to sell to the Fortune 5,000,000.  Jason Fried, Founder 37 Signals, from his book Rework

I read the Jim Collins classic Good to Great three times and discussed it with a group of talented business people once per week for over a year.  I was baptized in the gospel of the Hedgehog, the Level 5 Leader and the 3 Circles.  I know the statistics of what the heralded 15oo did right in order to sustain growth and market leadership for so many years.

Since then I’ve learned another stat.  Each of those card carrying G2G behemoths employ over 5000 people; which sounds immensely impressive until you consider that companies that employ over 5k employ over 2.9% of our workforce.  It’s fascinating to consider how Walgreen improved themselves with a new competitive advantage via their online experience, but Walgreen didn’t invent their innovation.  It’s compelling to learn how Wells Fargo forged its way through economic swings, but Fargo didn’t GoFar when it came to creating enough jobs to move the needle on our country’s unemployment rate.

Collins focused on the successful Fortune 500 size institutions to surface the diamonds of insight of what they did right. But what of the real innovators in our economy?  What of the companies that generate millions upon millions of our jobs, even though over 9 out of 10 of them fail?   What can we do to prevent these courageous Founders and their fledgling ventures from being Good 2 Late?

For example, a large percentage of emerging business fail because they literally die on the vine of their own growth.  Economy Heroes of these essential ventures need a plausible path to answer an essential question:  Will my company make money at higher volumes? This company found out it couldn’t:

The Inc. Investment Indicator enables a company to measure the return it generates on capital – both physical and personnel. Most emerging companies don’t consider the financial impact of an executive hire on their risk level.  Employees impact ROI on capital as much as a lease or hardware purchase.  This company is already moving dangerously close to capital collapse; and even though they have the opportunity to scale their business, capital constraints will prevent them from doing so.

I love this scene from The Natural where Robert Redford describes a huge mistake he could have avoided:

Entrepreneurs rarely see IT coming; and that IT is No Man’s Land.  It’s the chasm of the inevitable transitions that a company must hurdle in order to scale the business.  If CEOs and their leadership teams can sync on the right priorities and prepare for No Man’s Land, they are less likely to step on the same landmines of those who were Good 2 Late.

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