From 600+ conversations with the world’s leading thinkers.
Our singular filter is to find the people, projects and opportunities that we think are going to be game-changing for humanity. If you succeed at doing that, you'll make plenty of money (even if you fail half the time).
The biggest mistake is thinking that some people at the top make strategy, while everybody else executes it. It feels intractable at this point, it's so ingrained in our way of thinking. People at the top don't make all the decisions; it's not the case that people at the top make a strategy decision and then everyone just engages in that exact model.
Success in entertainment isn't just about making hits—it's about taking risks, pushing boundaries, and never losing sight of the human element that makes stories matter.
I define disruption as being where the incumbent players and incumbents somehow deny what their customers are saying or want differently. A disruptor comes in, sees a problem more clearly, and in some cases has more freedom to attack the problem.
We are facing the mother of all debt crises. When you look at the data on private and public debt, the debt to GDP ratio was near 200% of global GDP in 1999, today it's more like 350% and rising. In advanced economies, it's over 420% and in China, 330% and rising.
Your corporate's social responsibility is to win. You cannot be generous from an empty wagon! This nonsense about giving when you're broke is ridiculous. Corporate responsibility, first and foremost, is to win. You can then take those resources from winning and allocate them as you see fit.
Speed and pace are important – the circumstances that brought people to the table can change over time, nothing is forever, nothing is static.
As a player, you are your asset. You have to manage and keep your performance- as an athlete- at the highest standard. This is key…. after all, you can't market something that's not working or performing well.
For businesses to survive, let alone brands, you need a secure and stable base. You need secure economic and social conditions to reduce risk.
You must surround yourself with great people, and as you grow, never forget the generosity gene. Building a great team is what this business game is all about. The team with the best players working together wins.
Many founders delay implementing governance structures and view governance as a burden rather than an opportunity. Our key message here is that governance is not just important; it's crucial.
By the time you've spoken to the 30th person, you'll have a good idea if your problem is substantial or not. Validation can be pretty straightforward. All it takes is communicating with people.