"The summer's protests forced businesses to denounce systemic racism and pledge to address pressing equity issues."

>Protests forced businesses

Correct me if I'm wrong, but they're saying violence works?

The story of WOW! Momo

"Started from the bottom now we're here"
How WOW! Momo went from borrowing Rs. 30K, to being valued at over Rs. 860 crore

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Year 2008, classmates Sagar Daryani and Binod Kumar Homagai had just finished their graduation, and Sagar realized that he was too fragile in math to be able to clear CAT.

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But he knew that he's always been passionate about brands. He had Nike, Puma’s stickers/logos in his notebook (that's literally me!)

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Sagar and Binod originally got the idea of WOW! Momo after completion of 3rd year of graduation as they were waiting for their results at the age of 21.

They got the idea of WOW! Momo by observing the lady who used to sell tasty momos in front of their college

4/

Sagar and Binod used to research all night together. In the night Binod would make Momo and Sagar Daryani would make toss bread etc.

Customer friction is a huge part of running a biz.

How hard is it to engage a company to work with you?

Data-driven companies obsess over reducing this friction.

Mom-and-pop operators SUCK at this and it’s costing them millions.

Here’s what I’ve learned 👇👇👇

1985 companies have a lot of friction.

Call them. Leave message. Wait. Guy may or may not call you back. Quote by phone or email. Scan signed contract.

A self storage facility we purchased recently had a lot of this.

Drive across town M-F 9-5. Spend 20 mins. Sign paper lease.

Get a physical key and lock. Drive back. Get your unit. Mail a check each month or stop by office with cash.

Owner charged $52 a month for a 10x10. Completely full.

We instantly setup software for online rental.

No phone call necessary. Rent a unit in 4 mins from your browser.

Sign lease online. Pay online. Upload photo of DL on phone.

Go straight to your unit 24/7. Type in gate key that was sent to you by text. Lock and key waiting in unit.

We can now charge $77 a mo for the same unit. $25 more. And we rent MORE units faster.

How significant is this?

That $25 increase per unit across the board turns out to be a 35% increase in revenue.

That takes revenue from $14k a month when I buy it to $18.9k a few months later.

An extra $58k to the bottom line over the course of 12 months.

The early Disney company had several near-death experiences, some due to exogenous shocks and some self-inflicted (bad labor practices, weird technology choices), and all through it, a power struggle between "Roy people" (finance) and "Walt people" (tech/art).

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After WWII, the company was transformed, with Roy ascendant and financial discipline the order of the day. Walt - who struggled with depression - sought desperately for an escape from the company.

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He came up with plans to outfit a train with traveling exhibits that he would drive around the country, putting thousands of miles between him and his brother.

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Another plan called for Walt to build an ambitious model train system and transform his role in the company to showing people around his trains.

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In 1953, Walt came up with the plan that stuck: a park called "Disneyland" that would be his own fiefdom, a commercial project that would justify the kinds of R&D and experimentation that Walt doted on and Roy looked on as high-risk, potentially ruinous follies.

5/

Red Bull is a weird and fascinating company.

- $7.4 billion in 2020 revenue
- 43% energy drink market
- Makes nothing

Nope, not even the drinks they sell. Instead, they focus 100% on marketing.

Here's what's going on

1/

Before Red Bull there was Krating Daeng (KD).

Founded by pharmaceutical entrepreneur, Chaleo Yoovidhya, KD was created to serve Thailand's country's working class.

Yoovidhya chose the gaur, a member of the bovine family from the region, as the brand's symbol.

2/

Dietrich Mateschitz was a toothpaste marketer. On a business trip to Thailand he discovered KD and fell in love with the drink.

With Yoovidhya, he decided to bring it to Europe. He made changes:

- Name became "Red Bull"
- Added bubbles
- Used a thin can
- Targeted elites

3/

The deal Mateschitz and Yoovidhya struck outsourced production of the drink to the Thai entrepreneur's pharmaceutical company.

That fundamental structure has remained in place today: Red Bull outsources production and focuses on distribution (marketing).

4/

Mateschitz noticed the rise of extreme sports starting in the 1990s. He thought Red Bull should be a part of it.

The years since have seen the company amass an insane empire across sports, media, and apparel.

Compliance is fundamentally at odds with innovation and continuous improvement

Compliance tends to constrain operations to narrow sets of approved sequences of tasks as the means to assure the secure attainment of certain business outcomes. But at what cost ?

🧵

Operational practices have an emergent nature to them. They’re affected by people, their expertise, their relationships, their team goals, role perceptions and also member needs as humans and professionals.
In this entangled mess of variables, aspects practice-as-done are

Constantly morphed as a response to economic pressures (deadlines, business demands), workload demands (as people tend to automate or agree patterns to reduce cognitive load of tasks and become more efficient) and understanding of safety and security related barriers.

All of these tend to be fluid and non fixed. In this continuous interaction with the environment and different pressures acting on it, there are numerous opportunities for improvements which have local relevance and emerge out of local needs and interactions of elements. However

In order to do so, and to support innovation and continuous improvement the practices need to have a requisite level of variability so practitioners exercise their Fingerspitzengefühl (fingertip feel) for what works and what doesn’t, within their constraints and pressures