The whole idea we’re talking about here is based on a group of eclectic and divergent innovators tackling focused opportunities together to create experimental companies … really, really quickly.
A few days ago, another friend wrote in to suggest that insight is too much a function of experience to expect anything remarkable from this kind of crowd. Ultimately their experience is too shallow to drive out anything tight enough to commercialize.
From his note: “Sometimes I wonder if being insightful is not more a function of experience at this stage. Oh, I always hope there are moments of brilliance of course, but how does one distinguish between what questions should be parroted as each opportunity presents itself versus ‘thought gems’? Even race horses know that all that needs to be done is to run around the tack one more time … though the prep consists of all sorts of training/experience.”
In the reply back I suggest that the ability to generate insight is independent of experience. Some are insightful right from the start.
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In an offline note a good friend challenges the concept of new, tailor-made companies. Instead he asks, “What about companies that need tailors … companies that need a new dress, ugly companies, those ones that need new shoes … couldn’t this group help them?”
Absolutely. And, as he suggests, perhaps it is a better place to start.
The riddle behind this idea is how to find cash flow early. Dropping into and refining an existing company is a good way to take care of that problem.
He also debates the suggestion that this is possible without a champion … it may need a benevolent totalitarian. It might. But I haven’t met the person to do it yet.
This is small enough (just four right now) that an alpha dog isn’t even an idea worth entertaining. But will we ever need such a change?
Why do we need leadership of this kind? Does defaulting to the “single great leader” system do anything to position us for the ways of the future? If we could somehow cast off the preconceptions we’ve built or mindlessly accepted, is such a thing even an option?
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I think it’s possible to tailor-make successful companies.
What I’d like to try isn’t new. I bet someone else is doing it. And I bet tons of people have tried and it tanked.
I think predecessors have tried and failed because they thought money mattered - it doesn’t. I think previous attempts hit the ditch because they thought ideas were the key - patents, trade secrets and the like - they’re wrong. People matter. That’s it.
Take $2M, a great concept, and a group of three people who are technically, socially, and financially savvy - the trick will still be finding those three people.
But, funny thing, I keep running into people who are absolutely amazing. Each one is stuck in some job that uses just a tiny part of the stuff they’re great at. And they feel lousy because most of the time they work on stuff they readily admit they have never been good at doing. Continue Reading »
Henry David Thoreau’s taste for life is, for me, unmatched in its perception, power, and vitality. From earnest to silly, most of it sings. His journal … it’s like watching Michelangelo whittle. The rippling strength of a master at play.
January 14, 1854
“I just had a coat come home from the tailor’s. Ah me! Who am I that should wear this coat? It was fitted upon one of the devil’s angels about my size. Of what use that measuring of me if he did not measure my character, but only the breadth of my shoulders, as it were a peg to hang it on. Continue Reading »
Here’s an unsolved riddle: How do we get the minds of widely dispersed, brilliant people to focus on critical problems/opportunities? How do we synchronize greatness?
Dave Pollard brought this up a few days ago. He writes:
“… we don’t need more leaders, more gurus, more one-size-fits-all prescriptions. Continue Reading »
Inspiring brilliance
A large part of brilliance is inspiration triggered by a convergence of information, creativity, and insight. But here’s the hitch: innovative brilliance is still fortuitous, it’s basically an accident. The challenge is moving innovation beyond serendipity and into an intentional process.
Part of enabling a consistent process of innovation is creating many rich sources of inspiration. Continue Reading »
If I gave you everything you need to completely and absolutely celebrate your brilliance, would you come to the table?
If there was a way to see your genius come to life within a handful of small companies of which you might see a small share in each - would you come to play?
Here’s an invitation:
Let’s create a hand-picked group of individuals. Choose inventors, entrepreneurs, and VC’s who are insightful, wise, and influential among their peers. Let this group meet regularly, at their own cost, and give them just one thing: a tangible opportunity to be brilliant.
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