Business

Success, in my view, should be a state we inhabit, not just a distant goal we chase. If success is narrowly defined by tangible metrics like money, power, or fame, the benchmarks constantly shift, and satisfaction remains elusive.

I once advised my daughter, as I handed her some money, to consult our family's wealth manager. But she corrected me, saying, 'Dad, it's not just about avoiding the negative; I want my investments to contribute positively.' That was an eye-opener for me. The rise of impact investing is undeniable.

27 years ago, when I started in UFC, I knew it was going to be one of the biggest things in sports- honestly. It was always a spectacle, but needed refining to become a mainstream, extreme sport. All the excitement we used to get from watching those movies we can now watch in reality. The men and women who come into the octagon are also really fascinating, have incredible stories, incredible personalities- UFC really captures you… it captures hearts and minds.

UFC and Pride Fighting Championships Announcer

In order to build a truly powerful brand, you can't just sell a product. You need a brand that is authentic and resonates deeply with your fans. The reason we've been able to amass so many followers around the world in such a short period of time is that they aren't just consuming a product; they're finding meaning in it.

Founder and Chairman of ONE Championship, premier Asian MMA organization

I do not approach challenges with the sole aim of targeting the largest customers in established markets to replace current players. Instead, I focus on the overlooked, marginalized customers who often find the products of big players unaffordable. By catering to them, that is how we initially found our foothold.

Founder and CEO of Zoho Corporation, cloud computing company

True goodwill is cultivated over time through building customer relationships, fostering employee bonds, and nurturing ties with the community. But trying to pin a numerical value on goodwill, expecting it to annually increase or decrease on a balance sheet, is where the essence gets lost.

Founder and CEO of Zoho Corporation, cloud computing company

When you choose not to raise funds... think of it in terms of stages or ladders. These years give you knowledge capital, valuable relationships both within and outside the company, and other vital assets. From there, think of bootstrapping like a multi-stage booster rocket, where each stage propels and prepares you for the next, and the momentum continues building.

Founder and CEO of Zoho Corporation, cloud computing company

With a dedicated salesforce, stellar customer support, and solid products, you could capture a staggering 70% market share. The core philosophy? Deliver tangible outcomes for your customers.

Former CEO of Cisco Systems, led company through internet boom era

While many were focused on selling routers and switches, I envisioned a more transformative goal: changing the way the world works, learns, lives, and plays via the internet... we must sell outcomes, driven by technology, rather than just selling products.

Former CEO of Cisco Systems, led company through internet boom era

When it comes to acquisitions, many people jump straight to analyzing the financial returns. I approach it differently. I start by asking: How will our customers benefit from this acquisition?

Former CEO of Cisco Systems, led company through internet boom era

Growing up in West Virginia, we were at the forefront economically— the chemical and coal mining center of the world. However, due to an inability to adapt to changing market dynamics and transitions, our position plummeted to the bottom ranks among the US states... I firmly advocate the idea of reinventing oneself every 5 years.

Former CEO of Cisco Systems, led company through internet boom era

We use these tools to do things quicker – but that never help us get on top of everything because they systematically increase the size of the 'everything' – It's a rigged game!

Guardian columnist & author on psychology, time management, and happiness

An example of this successful approach was our first enterprise private 5G launch, which we achieved remarkably fast – from ideation to market-ready delivery in just six weeks. This achievement highlights the effectiveness of our strategy in driving innovation at speed.

A principle that I hold personally important is radical transparency in communication. This transparency extends from the shareholders to every level within the organization. It's vital that everyone is aware of what is working, what isn't, and the actions required for improvement.

Firstly, it's crucial to adopt a bold mindset right from the start. I advocate for setting almost unrealistic targets. This approach might seem counterintuitive, but it's essential for enabling substantial change. If we only aim for realistic targets, our efforts will be limited to minor tweaks rather than significant transformations.

Perhaps the most critical element is the cultural integration. The distinct cultures of the two companies present a significant challenge, consuming 80-90% of our efforts. Our goal is to forge a unified team culture, permeating from senior leadership to the deepest levels of the organization.