Mental Models

The Waterline Principle: How Much Risk Can You Tolerate?

October 15, 2020 By Nagesh Belludi Leave a Comment

American engineer and entrepreneur Wilbert L. “Bill” Gore (1912–1986) was the founder (with wife Genevieve (Vieve)) of W. L. Gore & Associates, the maker of such innovative products as Gore-Tex fabrics, Elixir guitar strings, and a variety of medical products.

Gore’s open and creative workplace emphasized autonomy, fairness, commitment, and experimentation. He instituted a mental model for risk-tolerance called the “Waterline Principle.”

Gore compared the level of allowable risk to the waterline on a boat.

Sanction risks above the waterline since they wouldn’t sink the boat—you have ample autonomy above the waterline. If a decision goes bad and produces a hole in the side of the boat above the waterline, you can fix the hole, learn from the experience, and carry on.
Risks that fell below the waterline, in contrast, can blow a hole that can sink the boat. Below-the-waterline risks need prior approval from the “captain.” Your team can be prepared for such risks, investigate potential solutions, or buy appropriate insurance coverage.

How Much Risk Can You Tolerate - Mental Model 'The Waterline Principle'

Commenting about Bill Gore and his Waterline Principle, business consultant Jim Collins noted in his How the Mighty Fall (2009,)

When making risky bets and decisions in the face of ambiguous or conflicting data, ask three questions:

What’s the upside, if events turn out well?

What’s the downside, if events go very badly?

Can you live with the downside? Truly?

The Waterline Principle encourages prudent experimentation and conscientious risk-taking by lowering the risk waterline.

Idea for Impact: Risk analysis and risk reduction should be one of the primary goals of any intellectual process. Invite your team to identify risks that can sink the boat and those that can cause survivable damages.

Lessons from Toyota: Genchi Genbutsu

October 8, 2020 By Nagesh Belludi Leave a Comment

Lessons from Toyota: Genchi Genbutsu - Go to the Source and See for Yourself

Firsthand, on-the-frontlines observation can offer critical insights that facilitate informed—and inspired—decision-making.

The Japanese approach to problem-solving calls this Genchi Genbutsu (literally “go and see for yourself.”) Sometimes called “get your boots on,” it’s not unlike the notion of management by walking about (MBWA.)

Genchi Genbutsu Refers to a Disposition Than a Specific Action

Genchi Genbutsu is rooted in the idea that any report, say, about a problem on the shop floor, is an abstraction. It’s separated from its context, and therefore generalized and relativized.

Secondhand information tends to misrepresent reality enough to give you a false sense of conviction. The only real way to understand a problem is to see it on the shop floor and get the full breadth and depth of information to make the right decision.

For that reason, any solution concocted at headquarters, where the report is received and the problem diagnosed from a distance, is doubly abstracted from the source.

Genchi Genbutsu isn’t a license for management interference, but to understand the problem, unearth the root cause, and help those doing it to resolve the issue.

Genchi Genbutsu Case Study: Toyota Sienna and the 53,000-Mile Roadtrip

When Yuji Yokoya was appointed the chief engineer for the 2004 Toyota Sienna minivan, he had never designed a vehicle purposely for the North American market. He traveled 53,000 miles across North America to monitor and discover what was wrong with the previous Sienna models. He drove the Sienna and competitor’s minivans through every state in America, every province in Canada, and every state in Mexico. in February 2003, Forbes noted,

In Memphis, Yokoya’s minivan was blown into the next lane crossing the Mississippi from Tennessee to Arkansas. Fix: Yokoya reduced the van’s wind resistance by narrowing the gaps between panels and adding plastic shields under the wheel wells to redirect air.

In Yukon Territory, road noise on the Alaska Highway prevented conversation between the driver and rear passengers. Fix: Yokoya stiffened undercarriage to reduce twisting and added sound-dampening material to the frame.

A culture of on-the-spot problem solving is so ingrained in the Toyota culture. According to company lore,

In the mid-’70s, Toyota had just introduced a four-speed automatic transmission. It was very unusual to have an automatic transmission fail, if ever. It seemed indestructible. When Dr. Shoichiro Toyoda [scion of the founding family and chairman of Toyota 1992–99] visited a dealership, the dealer complained that a car just came in with a transmission that had failed. Dr. Toyoda, in his pressed suit, walked over to the technician, got in a dialogue with him, walked over to the oil pan where he’d drained the oil from the transmission, rolled his sleeve up, and put his hand in this oil, and pulled out some filings. He put the filings on a rag, dried them off, and put them in his pocket to take back to Japan for testing. He wanted to determine if the filings were the result of a failed part or if it was residue from the machining process.

Genchi Genbutsu Case Study: Medtronic and the Bloody Catheter

In the late ’80s, when Bill George became CEO of medical equipment manufacturer Medtronic, he discovered that its catheter sales weren’t good enough. His engineers had said the product was first-rate and improving.

When George visited an operating room to observe a surgical procedure, Medtronic’s catheter fell apart in the surgeon’s hands as soon as he inserted the balloon catheter into the patient’s femoral artery. The surgeon extracted the catheter from the patient. In a fit of rage, he hurled the blood-spattered device across at George, who ducked to avoid injury.

This “Bloody Catheter” incident helped Medtronic fix faulty products and spurred a thorough overhaul of Medtronic’s engineering, sales, and problem-solving processes. George later recalled,

Field reports are a dime a dozen. There’s no emotional association with them. But when you’re in a medical environment like an operating room, all your senses-sight, sound, smell, taste-are working. It’s a totally different experience than reading a field report.

Idea for Impact: If you haven’t experienced something firsthand, your knowledge about it is probably suspect

Even in the information age, not all knowledge you need can be at your fingertips. Go to the source. Be where the action happens. Don’t forego the power of emotional input.

Discover the Essence of Buddhism in 5 Minutes

October 1, 2020 By Nagesh Belludi Leave a Comment

“One thing I teach: suffering and the end of suffering. It is just Ill and the ceasing of Ill that I proclaim.” The historical Buddha is said to have announced at his first sermon (Dharmacakrapravarta) to a group of five former ascetic companions (the Pañcavargika.) Following his enlightenment, the Buddha was living at the Deer Park (Mṛgadāva) at the Resort of Seers (Ṛṣipatana) near the Bārāṇasī Forest, in the modern-day Sārnāth in India.

The Buddha’s teaching centered on the notion that all sentient beings seek happiness—and happiness is anchored in the freedom from suffering.

To discover the essence of Buddhism, then, is to become aware of what causes suffering and how you can cease suffering.

The truth of the nature of suffering is also the path to the end of suffering.

American psychotherapist and Buddhist teacher Sylvia Boorstein has argued (Tricycle: The Buddhist Review, Winter 1991) that the answer to this question is the whole of Buddha’s teaching:

If you pay attention for just five minutes, you know some very fundamental dharma [of the Buddha]: things change, nothing stays comfortable, sensations come and go quite impersonally, according to conditions, but not because of anything you think or do. Changes come and go quite by themselves. In the first five minutes of paying attention, you learn that pleasant sensations lead to the desire that these sensations will stay and that unpleasant sensations lead to the hope that they will go away. And both the attraction and the aversion amount to tension in the mind. Both are uncomfortable. So in the first five minutes, you get a big lesson about suffering: wanting things to be other than they are. Such a tremendous amount of truth to be learned just closing your eyes and paying attention to bodily sensations.

While you must welcome pleasant, pleasurable feelings, you must bear in mind that pleasure is transient, like every other feeling. Clinging—wishing to hang on to those people, places, possessions, or experiences that bring about pleasant experiences—is hopeless. By the same token, being aversive to painful or unpleasant experiences is impossible.

Idea for Impact: The essence of Buddhism isn’t a dogma, but the very practical problem of suffering.

Buddhism teaches that you, too, can initiate into the dharma “spiritual” practice by learning to cease your attachment to pleasant experiences and your revulsion against unpleasant ones.

The essence of the Buddha’s teaching is … that you suffer because of your ignorance—because you don’t realize the real nature of reality.

The truth of the nature of suffering is also the path to the end of suffering. In other words, pleasure without pain is achievable only as you evolve toward higher states of mindfulness.

The Buddha’s teaching isn’t pessimistic. It doesn’t stress only the suffering, pain, and unhappiness at the heart of the human experience. In fact, it’s the opposite. The Buddha’s teaching summons joyful participation in a world of sorrows by clarifying what is unsatisfactory and suggesting how to overcome it.

Treating Triumph and Disaster Just the Same // Book Summary of Pema Chödrön’s ‘The Wisdom of No Escape’

September 24, 2020 By Nagesh Belludi Leave a Comment

Life often seems like a labyrinth, where you imagine that you’ll escape all its tribulations someday, and that’ll be remarkable. Envisioning that future keeps you going, but you’ll never seem to achieve it. Happiness will never come because there’s always another something that will follow the present one. The future just becomes an escape from today’s good and bad.

There’s no better antidote to this hopelessness than Buddhist nun Pema Chödrön’s bestselling first book The Wisdom of No Escape and the Path of Loving-Kindness (1991.) Chödrön’s central argument is that wherever you are and whoever you are, your exact circumstances at the moment are perfect for you—for your unfolding.

You have all that you need at this moment to awaken to your innate goodness and the goodness of the world

You can never escape the insecurities of life. Everything that you’re doing right now is your spiritual path. You don’t have to get somewhere spiritually to justify your worthiness. You’re already perfect. You’re ready enough.

Everything you’re experiencing—good or bad, joy and sorrow—is actually the perfect path for you. All the unpleasantness you are living through derives from struggling against reality.

There’s a kind of basic misunderstanding that we should try to be better than we already are, that we should try to improve ourselves, that we should try to get away from painful things, and that if we could just learn how to get away from the painful things, then we would be happy.

Use whatever is in your circumstances in your life to progress, to become awake, to become more mindful

Pema Chodron Chödrön invites you to be accountable to who you are—and all your human frailties. Embracing all of life as it unfolds is one of the surest ways to live well. “Whatever life you’re in is a vehicle for waking up.”

We see how beautiful and wonderful and amazing things are, and we see how caught up we are. It isn’t that one is the bad part and one is the good part, but that it’s a kind of interesting, smelly, rich, fertile mess of stuff. When it’s all mixed up together, it’s us: humanness.

The Wisdom of No Escape encourages you to step out of your routine pattern of just trying to escape from life’s difficulties, and instead pursue a life of greater openness to adventure and all that life has to offer.

By stepping out of the meaningless scuffle against life’s difficulties, you can open to reality and direct your attention where it’s more likely to make a difference. Mindful awareness can motivate the full force of your presence to your relationships, vocations, and community.

Meditation practice isn’t about trying to throw ourselves away and become something better. It’s about befriending who we are already. … Meditation is about our emotions and thoughts just as they are right now, in this very moment, in this very room, on this very seat. It’s about not trying to make them go away, not trying to become better than we are, but just seeing clearly with precision and gentleness.

You're all that you need to be today

Idea for Impact: You’re all that you need to be today, but you’re not all that you’re becoming

Chödrön emphasizes that compassion cultivates with an attitude of non-aggression toward the self. “The problem is that the desire to change is fundamentally a form of aggression toward yourself.”

Prevailing over regret and taking charge of your imperfections with self-kindness is not the same as accepting blindly or making allowances for unwholesome behavior. Awakening is a matter of befriending your flaws rather than getting rid of them—letting your imperfections go than forcefully expelling them.

The key to feeling genuine compassion for others is “making friends with yourself” by developing understanding within yourself—for your own pain. Only to the extent that you can come to develop awareness for your personal problems can you be willing to “be there” for others.

Life’s work is to wake up, to let the things that enter into the circle wake you up rather than put you to sleep. The only way to do this is to open, be curious, and develop some sense of sympathy for everything that comes along, to get to know its nature and let it teach you what it will. It’s going to stick around until you learn your lesson, at any rate.

Recommendation: Read Pema Chödrön’s The Wisdom of No Escape (1991.) This short book is an unedited-for-print transcript of one of her retreats from 1989. Despite the long-winded paragraphs, there’s much wisdom about the preciousness of life and enacting your Buddha-nature. “Making friends with ourselves and with our world involves not just the parts we like, but the whole picture, because it all has a lot to teach us.”

Easy Solutions

September 19, 2020 By Nagesh Belludi Leave a Comment

This Buddhist joke evokes the old saying, “If you find yourself in a hole, first, stop digging.”

Prince Gautama, who had become the Buddha, saw one of his followers meditating under a tree at the edge of the Ganges River. Upon inquiring why he was meditating, the follower stated he was attempting to become so enlightened he could cross the river unaided. Buddha gave him a few pennies and said: “Why don’t you seek passage with that boatman. It is much easier.”

The Stoic philosopher Epictetus said, “Don’t seek for everything to happen as you wish it would, but rather wish that everything happens as it actually will—then your life will be serene.”

Moderate Politics is the Most Sensible Way Forward

September 17, 2020 By Nagesh Belludi Leave a Comment

A sharp observation on political extremism in this 1987 TV ad by comedian John Cleese for the Social Democratic Party-Liberal Party Alliance (1981–88) in the United Kingdom:

Extremism creates a nastier harsher atmosphere everywhere, more abuse and bother boy behavior, less friendliness and tolerance and respect for opponents. What we never hear about extremism is its advantages … the biggest advantage of extremism is that it makes you feel good because it provides you with enemies. The great thing about having enemies is that you can pretend that all the badness in the whole world is in your enemies, and all the goodness in the whole world is in you. If you have a lot of anger and resentment in you anyway, and you, therefore, enjoy abusing people, then you can pretend that you’re only doing it because these enemies of yours are such very bad persons and that if it wasn’t for them, you’d actually be good-natured and courteous and rational all the time.

As relevant now as it was then.

I don’t belong to a political party, and I don’t think I’ll ever join one. Partisan talking points irritate me no end. I’ll watch the upcoming debates, though, because I’ll find all the onstage mudslinging and the impulsive provocations very entertaining.

In politics, everyone tries to push emotional buttons. Few seem to talk about an evidence-based attitude for making decisions and allocating society’s resources where they’ll make the most impact.

Besides, the media today have made the exchange of ideas particularly charged and increasingly polarized. The only way to be heeded to in a screaming vortex is to scream louder and resort to premeditated ad hominum.

Idea for Impact: Wisdom doesn’t reside solely on one side of the center. I am partial to those moderates whose political stance often varies with the issue. Contrary to popular perception, they aren’t tuned-out or ill-informed. Instead, they’re disposed to see both sides of the complex problems, disregard the left and the right’s excessively ideological positions, and seek the middle ground.

No One Has a Monopoly on Truth

September 15, 2020 By Nagesh Belludi Leave a Comment

The notion of god means different things to different people. Religions vary in identity and function. Almost all religions require their adherents to believe their specific religious doctrines with absolute certainty. These deep-seated beliefs and attitudes then become inflexible and are held with great zeal.

Closed Minds and Closed Hearts: Absolutism is Evil

Beware the Danger of Religious Certainty The self-righteous voices of fanaticism, the cruel voices of indifference and intolerance, and the uninformed voices of hate are revolting. Religious extremists are accountable for a lot of pain and suffering in the world. Crusades, inquisitions, faith-based discrimination and persecution, religious wars, and other forms of sheer hatred of other human beings are attributable to attitudes of hate and narrow-mindedness. Nothing deceives you as much as extreme passion.

The Scottish Anglican cleric Richard Holloway reflects on these concerns in Leaving Alexandria: A Memoir of Faith and Doubt (2014,)

Religions may begin as vehicles of longing for mysteries beyond description, but they end up claiming exclusive descriptive rights to them. They segue the ardor and uncertainty of seeking to the confidence and complacence of possession. They shift from poetry to packaging. Which is what people want. They don’t want to spend years wandering in the wilderness of doubt. They want the promised land of certainty, and religious realists are quick to provide it for them. The erection of infallible systems of belief is a well-understood device to still humanity’s fear of being lost in life’s dark wood without a compass. “Supreme conviction is a self-cure for the infestation of doubts.” That is why David Hume noted that, while errors in philosophy were only ridiculous, errors in religion were dangerous. They were dangerous because when supreme conviction is threatened it turns nasty.

COEXIST: Bumper Sticker Designed by Jerry Jaspar

Idea for Impact: Beware the Danger of Religious Certainty

We, humans, tend to have a profound need for certainty. It’s easy to embrace prepackaged convictions unquestionably and deny doubt. Most people draw their faith as children from their parents and never question their beliefs for the rest of their lives.

Religious certainty can provoke limitedness in the human condition. We always have to concede that we may be mistaken and learn to tolerate others’ attitudes that may actually bother us.

Be a voice for peace. Be a voice for humanity, for open-mindedness, for wisdom, for justice.

How to Embrace Uncertainty and Leave Room for Doubt

September 7, 2020 By Nagesh Belludi Leave a Comment

The value of sound decision-making is to be mainly sought from embracing uncertainty.

As the Presocratic philosopher Xenophanes proclaimed, “All we have is but a woven web of guesses.”

Physicist Richard Feynman on how doubt informs critical thinking and learning The physicist Richard P. Feynman often talked about how doubt informs critical thinking and learning. In a 1964 lecture on “What Is and What Should Be the Role of Scientific Culture in Modern Society,” published in The Pleasure of Finding Things Out (1999,) Feynman warned,

A scientist is never certain. We all know that. We know that all our statements are approximate statements with different degrees of certainty; that when a statement is made, the question is not whether it is true or false but rather how likely it is to be true or false. … Scientific knowledge is a body of statements of varying degrees of certainty — some most unsure, some nearly sure, none absolutely certain.

Science produces ignorance, and ignorance produces more science, reminded Feynman in a 1963 lecture on “The Uncertainty of Science” published in The Meaning of It All (1999,)

To solve any problem that has never been solved before, you have to leave the door to the unknown ajar. You have to permit the possibility that you do not have it exactly right. Otherwise, if you have made up your mind already, you might not solve it.

When the scientist tells you he does not know the answer, he is an ignorant man. When he tells you he has a hunch about how it is going to work, he is uncertain about it. When he is pretty sure of how it is going to work, and he tells you, “This is the way it’s going to work, I’ll bet,” he still is in some doubt. And it is of paramount importance, in order to make progress, that we recognize this ignorance and this doubt. Because we have the doubt, we then propose looking in new directions for new ideas. The rate of the development of science is not the rate at which you make observations alone but, much more important, the rate at which you create new things to test.

The Czechoslovakia-born Israeli American scientist Itzhak Bentov formulated the so-called “Bentov’s Law,” reiterating that science produces ignorance both deliberately and unintentionally. In Stalking the Wild Pendulum: On the Mechanics of Consciousness (1977,) Bentov wrote,

One’s level of ignorance increases exponentially with accumulated knowledge. When one acquires a bit of new information, there are many new questions that are generated by it, and each new piece of information breeds five-ten new questions. These questions pile up at a much faster rate than does accumulated knowledge. Therefore, the more one knows, the greater his level of ignorance.

How to Embrace Uncertainty and Leave Room for Doubt

Idea for Impact: If you can’t tolerate uncertainty and ambiguity, you may as well embrace a fanatical ideology.

Learning the boundaries of your knowledge—the shortcomings, caveats, hedges, and the standard deviations toward everything you think you know—hones decision-making.

In other words, to get to the right answers, you first have to ask the right questions. So the first thing is to ponder about is what questions to ask and how to ask them. What are the things you don’t know, and how can you reach out into these areas that may be new to you to uncover somethings about the world and yourself?

Once you discover the answers, you’ll realize that approximate statements and varying degrees of certainty will require you to think probabilistically. Your inquiry shouldn’t be, “Will I be right, or will I be wrong?” but rather “What is the probability of this scenario versus that, and how does this judgment impact my choices?”

Leave room for doubt, even in your highest conviction ideas. If not, you’ll risk becoming smug and self-satisfied.

The Power of Asking Open-Ended Questions

August 24, 2020 By Nagesh Belludi Leave a Comment

When Bill Gates first met Warren Buffett, Gates was dazzled particularly by how Buffett asked open-ended “big questions”:

I have to admit, when I first met Warren, the fact that he had this framework was a real surprise to me. I met him at a dinner my mother had put together. On my way there, I thought, “Why would I want to meet this guy who picks stocks?” I thought he just used various market-related things—like volume, or how the price had changed over time—to make his decisions. But when we started talking that day, he didn’t ask me about any of those things. Instead he started asking big questions about the fundamentals of our business. “Why can’t IBM do what Microsoft does? Why has Microsoft been so profitable?” That’s when I realized he thought about business in a much more profound way than I’d given him credit for.

The Power of Asking Open-Ended Questions

“What are My Questions?”

Asking great questions is a skill, but doesn’t come as you would expect. One contributing factor is that, with age, education, and experience, we become conditioned to cogitate in very rigid terms. Heuristics and mental shortcuts become deep-seated and instinctual to allow for faster problem-solving and programmed decision-making.

Idea for Impact: Don’t ask the same questions most people ask. The smartest people I know don’t begin with answers; they start by asking, “what are our questions?”

Make inquiries using open-ended questions that can’t be answered with a ‘yes’ or ‘no.’ Effective questions will help you think deeper, generate meaningful explorations, and yield far more interesting insights.

Never Outsource a Key Capability

August 17, 2020 By Nagesh Belludi Leave a Comment

In 2003, Domino’s Pizza started requiring its franchisees to adopt the company’s own point-of-sale system (POS) system, internally called PULSE, instead of letting franchisees choose third party POS systems that could integrate with Domino’s IT systems.

That strategy gave the company the ability to seamlessly control the entire ordering process and add functionalities such as online- and mobile-ordering, voice ordering, and contactless payments.

Domino's Pizza Technology for Consistent Customer Experience

At the same time, Domino’s clever marketing convinced consumers that it has the snappiest ordering process among all the pizza vendors.

How Domino’s Pizza reinvented itself

In 2009, Domino’s changed its pizza recipe and admitted that its previous version was awful in a series of brilliant commercials that featured the tagline, “We’re Sorry for Sucking.” Executives even read out vicious customer comments on camera resembling the Jimmy Kimmel ‘Mean Tweets’ show.

Domino’s (which is, incidentally, headquartered a mile from my home in Ann Arbor, Michigan) used its PULSE POS system as the centerpiece of a technology ecosystem that has helped it flourish as an “an e-commerce company that sells pizza.”

Domino's Pizza Turnaround Case Study Digital sales skyrocketed as the company tapped into greater demand for convenience, and Domino’s carved a bigger slice of home delivery and food pickup market. Morningstar’s R.J. Hottovy notes that Domino’s laser-sharp focus on improving online ordering has paid off leaps and bounds:

Technology plays an important role in Domino’s efforts to develop and enhance its brand image. Domino’s global technology platform includes a digital loyalty program with a rewards system, electronic customer profiling, geo-tracking of pizzas being delivered to customer homes, and customer geo-tracking to have carryout pizzas ready just as they enter the store. Other innovations include high-speed ovens (which reduced cooking time to four minutes) and Pulse (a unified point-of-sale system,) which have re-engineered fulfillment processes to be best-in-class. Pulse integrates all orders (regardless of origin) into a seamless interface that provides detailed monitoring of every aspect of the ordering, cooking, fulfillment, and delivery processes, which reduces bottlenecks and minimizes downtimes, enabling Domino’s to offer faster delivery times than competitors.

By owning the entire customer experience, Domino’s has been able to provide a consistent experience for customers irrespective of how they order, use data to create value for customers, and iterate quickly. No wonder, then, that Domino’s share price is up 28-fold since its 2004 IPO!

Idea for Impact: Don’t outsource what you’re supposed to do best.

Smart companies understand that outsourcing can result in loss of control over key capabilities. That can impede the company’s ability to improve its efficiency in serving customers or introduce changes in response to shifts in the marketplace.

Mental Models

Wondering what to read next?

Genchi Genbutsu Refers to a Disposition Than a Specific Action

Genchi Genbutsu Case Study: Toyota Sienna and the 53,000-Mile Roadtrip

Genchi Genbutsu Case Study: Medtronic and the Bloody Catheter

Idea for Impact: If you haven’t experienced something firsthand, your knowledge about it is probably suspect

Wondering what to read next?

The truth of the nature of suffering is also the path to the end of suffering.

Idea for Impact: The essence of Buddhism isn’t a dogma, but the very practical problem of suffering.

Wondering what to read next?

You have all that you need at this moment to awaken to your innate goodness and the goodness of the world

Use whatever is in your circumstances in your life to progress, to become awake, to become more mindful

Idea for Impact: You’re all that you need to be today, but you’re not all that you’re becoming

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Closed Minds and Closed Hearts: Absolutism is Evil

Idea for Impact: Beware the Danger of Religious Certainty

Wondering what to read next?

The value of sound decision-making is to be mainly sought from embracing uncertainty.

Idea for Impact: If you can’t tolerate uncertainty and ambiguity, you may as well embrace a fanatical ideology.

Wondering what to read next?

“What are My Questions?”

Wondering what to read next?

How Domino’s Pizza reinvented itself

Idea for Impact: Don’t outsource what you’re supposed to do best.

Wondering what to read next?