organization

“Obviously, you have that number or that 150 limit, which is really, really very palpable because it essentially means when you are in an organization where you can't know everyone enough to trust them implicitly, and this is where vision and culture become so …”

“What is incredibly toxic in organizations, and I've seen that many times, is you make a decision, and then you come back on it the next week, and then the following week, and, you know, basically drives paralysis in your organization.”

“You don't want to You don't want to Kind of trigger the immunity system of an organization, right? So if you try to do too much thing, the whole organization is just trying to expel you. It's just want to get rid of you. You're a nuisance, right? It's as if yo…”

“As I always say, all the easy problems get taken care of before they get to me. All the easy decisions are done. So really or not, when you know, when you're leading an organization, you end up with the hardest decisions and they matter.”

“And so one of the expressions I've heard is like, you've got to make sure in an organization, everything's kind of in sync and something can be ahead of another thing, but it can't be so far ahead. That the whole thing starts to fall apart.”

“And the reason I did that then is a belief that if the role was going to get automated, Or that AI was not being adopted fast enough in those departments. It's time to let those people go and rebuild the organization as if we were building it knowing what tech…”