Don’t be limited by what you’re good at
My colleague Rupert wrote last week about challenging constructs.
I’ve been working recently with some companies that are by any reckoning very successful. They’re highly profitable, well led and well managed. They’ve developed strong business ‘formulas’ in their different markets and are disciplined in sticking to what they know works. They have stripped costs out, made their supply chains highly efficient, and honed a way of growing their existing businesses. In short they’re doing all the right things and delivering the results.
So what’s the problem?
It’s this. The very discipline of their approach is an inhibition to thinking more broadly about their