Ray Dalio’s book Principles is unlike any book you have ever likely read before. Beginning with a brief autobiography, he quickly moves on to identify his organically grown set of principles (fundamental truths that serve as the foundations for behaviour that gets you what you want) for building a successful life and business. As the founder of Bridgewater Associates, one of largest hedge funds in the world with approximately $160 billion of Assets Under Management, Dalio’s ideas are worth listening to. Although Bridgewater itself has been criticised by some for being cult-like (its culture built on the foundations of Radical Truth and Radical Transparency), that Dalio began the company in his two bedroom apartment in New York in 1975, makes him not just one of the world’s greatest investors but also one of the world’s greatest entrepreneurs and leadership visionaries.
The words coaching and mentoring are often used interchangeably, though there are in fact important discernible differences. The late Sir John Whitmore, the founder of the coaching movement in the UK, explains what these differences are in his book Coaching for Performance, widely considered to be the industry gold standard for performance based coaching.
In 2004, one of the greatest war machines of all time, the US military, was struggling to beat back Al Queda in Iraq (AQI). Whilst the allied forces had huge advantage in numbers, equipment and training, the commander of the Joint Special Operations Task Force, General Stanley McChrystal, realised that conventional military tactics and command structures were failing. Team of Teams: New Rules for Engagement in a Complex World gives McChrystal’s account of how he and his colleagues discarded a century of conventional wisdom and combined culture with strategy to create a faster, flatter and more flexible organisation that ultimately proved successful in defeating AQI.
But Team of Teams isn’t only a military book, it’s packed full of lessons about strategy for businesses as well. If you are a seasoned business executive struggling to come to terms with new ways of working, or a startup entrepreneur scaling a business, whilst at the same time grappling with how to keep a startup culture alive, then you should give it a read.
Robert Coram, author of Boyd: The Fighter Pilot Who Changed the Art of War, describes John Boyd as “first, last and always a fighter pilot – a loud talking, cigar-smoking, bigger-than-life fighter pilot”. But also as more than that: “he was that rarest of creatures – a thinking fighter pilot.” Boyd is widely considered to be one of the world’s greatest military strategists, despite the fact that it’s unlikely you have ever heard of him. Over his career he bought the Air Force its Aerial Attack Study, invented Energy-Maneuverability (E-M) Theory and was the father of the F-15 and F-16 fighter jets. He brought strategic thinking to the armed forces more generally, and now to business: he created a decision making framework called the OODA loop, his Patterns of Conflict brief provided the strategic basis for the US military’s 100 hour victory in the first Gulf War and still underpins US Marine Corps fighting doctrine to this day.
John Boyd was an endearing eccentric and strategic genius who is brought wonderfully to life by author Robert Coram in his meticulously researched book. Coram demonstrates what one man, surrounded by a few devoted and loyal Acolytes, can do to change the world. Maneuverability, as it relates to military (and business) strategy, we learn is key. Continue reading
Phil ‘Shoe Dog’ Knight is the founder, former CEO and now Executive Chairman of Nike. In Shoe Dog: A Memoir by the Creator of Nike he tells his story of taking the business from humble origins, through an IPO in 1980 and onto its current $30 billion market capitalisation. To put that in perspective, if you had invested $1,000 at IPO without reinvesting dividends, your investment would be worth $729,575 today, that’s a Compound Annual Growth Rate of just over 20.7% (according to Investopedia and based on December 2015 share price).
Knight tells the story of how, what is still widely regarded to be one of the most innovative companies in the world, started and grew out of the back of a van in the early 1970s. A Stanford graduate, avid reader of the Classics and books about military strategy, and a natural introvert, he captures a wonderful story about what he calls his Crazy Idea and the determination and grit it takes to become successful beyond what he’d ever imagined. He also includes some wonderful accounts of the hustle and sometimes downright dirty tactics that it can take to overcome the odds: “you are remembered for the rules you break” is his mantra throughout the book. I’ve captured the best of the rest of his entrepreneurial wisdom in the quotes from the book below.
Sam Altman is the President of Y-Combinator, an American seed fund with investments in over 840 companies including Dropbox, Airbnb, Stripe, Reddit, Zenefits, Instacart and Weebly. Sam sent a Tweet out the other week expressing the view that consultants get paid the most money whilst delivering the least value. Sam is of course entitled to his perspective but I’m not comfortable with it. Continue reading
Startup Boards can be a contentious subject. Do you even need a Board in the early stages? When the time comes to introduce more effective governance arrangements, how do you go about attracting the right Board members and developing a high-performance Board culture? There’s no magic wand that you can wave at your governance challenges, and you will find lots of different answers to the same governance questions.
Here’s my list of 10 articles on the subject of startup Boards that I’d really recommend reading. Continue reading
Any startup that has successfully raised follow on funding (angel and beyond) is going to find itself with external investors to keep happy and to do this effectively requires some form of governance structure to be put in place. Achieving this is not actually that complicated but if you’ve never set up a startup Board before, or put any kind of governance structure in place, then it probably feels like a daunting task. Continue reading
I ran a business planning workshop the other month with a group of early-stage businesses, all high flying brands with six figure revenues. I asked the group a simple question: “who here identifies, understands and manages risk within their business?” I was met with laughter. The answer was of course, no one. Startups and early-stage businesses don’t really do risk management. But managing risk within a business is essential because, as the saying goes, “shit happens”.
Here are a few common themes that I have observed about the consideration of risk in startups and early-stage businesses. Continue reading
Sir Dave Brailsford, Performance Director of British Cycling and principal for Team Sky, understands what real strategy is, how to formulate it and how to execute it. His strategic approach has helped British riders achieve a record haul of Olympic medals at three successive Olympic Games, produced a World Champion in Mark Cavendish and two successive Tour de France winners in Sir Bradley Wiggins and now Chris Froome. Continue reading