Verne Harnish is founder of the world-renowned Entrepreneurs’ Organization (EO), with over 16,000 members worldwide, and chaired for fifteen years EO’s premiere CEO program held at MIT, a program in which he still teaches today. Founder and CEO of Scaling Up, a global executive education and coaching company with over 200 partners on six continents, Verne has spent the past four decades helping companies scale up. He’s the author of the bestseller Mastering the Rockefeller Habits, authored The Greatest Business Decisions of All Times for which Jim Collins wrote the foreword; and wrote Scaling Up (Rockefeller Habits 2.0) which has been translated into 22 languages and has won eight major international book awards including the prestigious International Book Award for Best General Business book. His latest book, Scaling Up Compensation, rocketed to the #1 HR book on Amazon. Verne also chairs the annual ScaleUp Summits and serves on several boards including vice chair of The Riordan Clinic; co-founder and chair of Geoversity; and board member of the social venture Million Dollar Women, and is a private investor in many scaleups.In this podcast, he shares: Several practical proven tips for designing your growth strategy How strategy has evolved over the last few decades and How to identify the right customer niche for you The key lesson for keeping competitors at bay Why you shouldn’t be designing strategy at the office, and where you should do it instead __________________________________________________________________________________________"We have the framework: right people doing the right things right. So, it’s figuring out the right things for people to do, and that those right things are different than what everyone else in your industry is doing. That is the essence of strategy: doing it different. "-Verne Harnish__________________________________________________________________________________________Episode Timeline:00:00—Introducing Verne + The topic of today’s episode2:23—What is your definition of strategy?4:02—What do you say to CEOs about going after a big market share vs. a niche market?5:23—How can a company figure out what their niche is?7:23—Examples of companies that have dominated their niche8:22—How to "blackmail" a market11:00—How have you seen the field of strategy evolve in the last few decades?12:03—The importance of organizing a council13:48—Why all great thinkers have a physical space for creative thinking15:55—What is an important framework you'd highly recommend?19:04—How can people connect with you?16:55—How can people connect with you?__________________________________________________________________________________________Additional Resources: Company Page: https://scalingup.com/verne-harnish/Twitter: https://twitter.com/agilescaleupLinkedIn: httpsThank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Keith Ferrazzi is a bestselling author, award-winning speaker, investor, philanthropist, and executive team coach who helps teams transform enterprises. As Founder and Chairman of Ferrazzi Greenlight and its applied research institute, he coaches executive teams in top organizations to achieve transformative outcomes by harnessing Radical Adaptability. He is recognized as one of the world’s most sought-after executive team coaches. Keith is the #1 New York Times bestselling author of Who’s Got Your Back, Never Eat Alone, Leading Without Authority, and Competing in a New Work World. He formerly served as CMO and Head of Sales at Deloitte and Starwood Hotels. Fast Company Leadership Hall of Fame and Toastmaster’s 2018 Golden Gavel Award Winner, Keith’s is one of the most in-demand keynote speakers. In this podcast, he shares: Specific ways in which the COVID crisis is transforming the nature of work Why would should just be thinking of “remote” work but rather the much bigger opportunity represented by “asynchronous work” Ideas for leveraging the crowd in your company to design better strategies A simple, 5-minute exercise you can put in place to help ensure you don’t get surprised by the next unexpected disruption __________________________________________________________________________________________"People think to think that reason to be in business is to make a profit. No, profit is the applause you get for creating a motivating environment for your people so they take good care of your customers."-Keith Ferrazzi __________________________________________________________________________________________Episode Timeline:00:00—Introducing Keith + The topic of today’s episode2:05—If you really know me, you know that....3:24—Having the courage to lean into "I don't know," and the value of crowdsourcing insights6:12—What's your definition of strategy?7:15—How the roles of (Chief Marketing Officer) CMOs and (Chief Strategy Officers) CSOs have changed over time8:27—In light of the pandemic, companies have had to adapt. What do you think of adapting "back"?9:39—5-Min Exercise: "The foresight Meeting"13:21—Moving from synchronous to asynchronous teamwork14:22—What are tools that work well for asynchronous collaboration?15:58—Resilience: Curating your team's energy to redesign your workforce17:29—Last thoughts and how to connect with Keith15:48—What are you working on now?16:55—How can people connect with you?__________________________________________________________________________________________Additional Resources: Personal Page: https://www.keithferrazzi.com/Newest publication: https://www.goforwardtowork.com/bookTwitter: https://twitter.com/ferrazziLinkedIn: https://www.linkedin.com/in/keithfeThank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Ken Blanchard is one of the world’s most influential leadership experts. A prominent, sought-after author, speaker, and business consultant, Ken is respected for his lifetime of groundbreaking research and thought leadership that has influenced the day-to-day management and leadership of people and companies throughout the world. In 2005, he was inducted into Amazon’s Hall of Fame as one of the top 25 best­selling authors of all time. He is the co-author of more than sixty-five books, including the iconic The One Minute Manager, with combined sales of over 23 million copies in forty-seven languages. He and Randy Conley are also co-authors of Simple Truths of Leadership. He is co-founder of The Ken Blanchard Companies, a leading international training and consulting firm. In this podcast, he shares: Why you want to be an servant leader and how to know you actually are The first step to take when seeking to transform your culture Why you should be focused on your employees before your customers __________________________________________________________________________________________"People think to think that reason to be in business is to make a profit. No, profit is the applause you get for creating a motivating environment for your people so they take good care of your customers."-Ken Blanchard__________________________________________________________________________________________Episode Timeline:00:00—Introducing Ken + The topic of today’s episode1:58—If you really know me, you know that....2:28—What is your definition of strategy?4:20—How has your business model changed over time?5:00—Could you tell us about servant leadership?7:15—How can a leader know that they're not using their title and position as a servant leader?8:45—Do you have any advice for someone who doesn't have a ton of influence, but is a leader?10:20—Are there any highlights about trust you could point us to from your book?11:28—Do you have any frameworks or tips you like to point to in transforming company culture?12:31—What's something that you've changed your mind about?14:01—What's something you wish you had learned earlier?15:48—What are you working on now?16:55—How can people connect with you?__________________________________________________________________________________________Additional Resources: Personal Page: https://www.kenblanchard.com/Twitter: https://twitter.com/kenblanchardLinkedIn: https://www.linkedin.com/in/kenblanchard1Thank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for more than 30 years and is the director of the Management Lab. Gary has written 20 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. His landmark books have been translated into more than 25 languages. His most recent bestsellers are Humanocracy and The Future of Management. In these volumes, Hamel presents an impassioned plea for reinventing management and lays out a practical blueprint for building organizations that are “fit for the future.” Fortune magazine describes Hamel as “the world’s leading expert on business strategy,” and the Financial Times calls him a “management innovator without peer.” Hamel has been ranked by The Wall Street Journal as the world’s most influential business thinker and is a fellow of the Strategic Management Society and of the World Economic Forum. In his work, Gary has led transformational efforts in some of the world’s most notable companies and has helped to create billions of dollars in shareholder value. He is one of the world’s most sought-after management speakers on the topics of strategy, leadership, innovation and change. In this podcast, he shares: What “strategic intent” is and why your strategy setting should begin with it How to address "leadership myopia" when you recognize it, and to make sure you don't develop itWhat his research shows are the four sources of breakthrough strategic ideas The source of the differentiating choices that will ultimately determine your competitive advantage__________________________________________________________________________________________"You start with an aspiration and then you work backward from that. You know, innovation is born in the gap between aspiration high and resources."-Gary Hamel__________________________________________________________________________________________Episode Timeline:00:00—Introducing Gary + The topic of today’s episode2:40—If you really know me, you know that....3:10—What is your definition of strategy?4:49—What would you say you are most known for?6:31—Second well-known article, The Core Competence of the Corporation8:40—The concept of "Strategies Revolution," looking at strategy as an innovation problem, and letting go of strategic planning10:30—How do you know if you're spending enough time on core initiatives vs. new initiatives?14:25—How to address "leadership myopia" when you recognize it19:12—Should all strategists start with strategic intent, or where if not?20:58—Where do new game-changing strategies come from?24:37—If you want to be the next "unicorn" creating a process for developing a portfolio of strategic options is essential 27:24—Learning to recognize patterns when developing strategic options29:58—The benefit of collaboration in making strategic decisions32:38—How can people connect and engage with you, and whatThank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Jonathan Knee is a of Professional Practice in Media and Technology and Co-Director of the Media and Technology Program at Columbia Business School, where he has taught Media Mergers and Acquisitions and Strategic Management of Media. He serves as a Senior Advisor at Evercore, an investment banking advisory firm. Before joining here as Senior Managing Director in 2003, he was a Managing Director and Co-head of Morgan Stanley’s Media Group and was previously Publishing Sector Head in the Communications, Media and Entertainment Group at Goldman Sachs. Jonathan also serves on the boards of New Alternatives for Children, the National Women’s Law Center, and the Citizens’ Committee for Children of New York and is a Member of the Council on Foreign Relations. His writing has appeared in the Wall Street Journal, New York Times, Washington Post, Los Angeles Times and The Atlantic. He is the author of Class Clowns: How the Smartest Investors Lost Billions in Education, The Accidental Investment Banker: Inside the Decade that Transformed Wall Street, co-author of The Curse of The Mogul: What’s Wrong With the World’s Leading Media Companies? and his most recent book, The Platform Delusion: Who Wins and Who Loses In the Age of Tech Titans, packed with real-word insights, gathered on the streets, from decades of feasting or fasting based on the accuracy of his prediction of which companies will thrive and which will fall. *Note: We condensed this original hour-long discussion into a format to fit this podcast series, but be on the lookout for the full-length version in the coming weeks.In this podcast, he shares: The three competitive advantages discussed in his framework from The Platform Delusion Why you should NOT be looking become a platform, as it seems nearly every entrepreneur and incumbent wants to do—and what you should be looking for instead How to build your competitive moat by creating multiple reinforcing sources of advantage Why Netflix is NOT a platform, though many think it is What’s better: building “network affects” or “scale advantages?”And he starts exploring what it takes to compete in an ecosystem The difference between a platform and an ecosystem__________________________________________________________________________________________" [An] Ecosystem is really about the overall business environment. Who are the constituents? How do they interact with each other? Platform is a specific business model that connects some part of an ecosystem. But to me what's most interesting about the connection between the structure of the ecosystem and the question that we were just talking about...is: Is the platform a good business or not?"-Jonathan Knee__________________________________________________________________________________________Episode Timeline:00:00—Introducing Jonathan + The topic of today’s episode2:46—If you really know me, you know that....3:20—What is your definition of strategy?5:09—Could you talk to us to your ideas behind "platform delusion"?7:49—What makes a business have a competitive advantage?9:32—What exactly is a platform, and what is its core value?12:19—Network effects vs. scale14:18—Creating customer captivity as a digital companyThank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Francesca Gino is an award-winning researcher who focuses on why people make the decisions they do at work, and how leaders and employees have more productive, creative and fulfilling lives. She is the author of Rebel Talent: Why it Pays to Break the Rules in Work and Life, Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan and numerous articles that have been featured in HBR and other top publications. She is the Tandon Family Professor of Business Administration in the Negotiation, Organizations & Markets Unit at Harvard Business School, and also affiliated with the Program on Negotiation at Harvard Law School, as well as the Mind, Brain, Behavior Initiative at Harvard, and the Behavioral Insight Group. She co-chairs HBS Executive Education programs on Behavioral Economics (focused on how to apply behavioral insights to organizational problems) and Driving Profitable Growth. Gino has been honored as one of the world’s Top 40 Business Professors under 40 and one of the world’s 50 most influential management thinkers by Thinkers 50. Professor Gino has won numerous awards for her teaching, including the HBS Faculty Award by Harvard Business School's MBA Class of 2015. Her studies have also been featured in The Economist, The New York Times, Newsweek, Scientific American, Psychology Today, and The Wall Street Journal, and her work has been discussed on National Public Radio and CBS Radio. In this podcast, she shares: Why curiosity is so critical for your career and the future longevity of your organization Simple, practical tips you can take to express more creativity and curiosity at work And similarly, how your organization can unlock greater curiosity throughoutHer definition of a “rebel” and why you should consider becoming one__________________________________________________________________________________________" I collected data on hundreds of employees who are starting new jobs or new roles, and sure enough, across the board...you see curiosity being pretty high, but you go back to the same people nine, ten months later, curiosity had dropped by at least 20%. And so it raises the question of: What is happening? Why are people are losing their curiosity? And I think that again, there is the same fear of a new role, a new place , "others are going to judge me if I try to do things differently,"...so we just follow the usual ways of working."-Francesca Gino__________________________________________________________________________________________Episode Timeline:00:00—Introducing Francesca + The topic of today’s episode2:30—If you really know me, you know that....3:43—What is your definition of strategy?4:45—What are you most known for?6:29—The importance of asking 'why' or 'what if' in an organization.8:12—How can you encourage people to feel comfortable being curious?9:33—How do you make learning goals that encourage being curious?10:43—For someone in a strategy role, what is a way to embed curiosity into the organization in a systematic way?12:27—How do you distinguish between a learning objective and an outcome objective for your team?14:42—Building your curiosity muscle16:49—Could you tell us aboThank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Martin Reeves is a Managing Director and Senior Partner in BCG’s San Francisco office and Chairman of the BCG Henderson Institute, where he explores ideas from beyond the world of business, which have implications for business strategy management. He is the co-author of The Imagination Machine: How to Spark New Ideas and Create Your Company's Future (HBR Press, 2021), the series Inspiring the Next Game: Strategy Ideas for Forward Looking Leaders, and arguably one of the best strategy books of all time: Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach (HBR Press, 2015). He has also written numerous articles in top business journals like MIT Press and Harvard Business Review. Martin joined BCG in London in 1989 and later moved to Tokyo, where he was responsible for BCG’s business with Western clients. His consulting career has focused on strategy – with equal emphasis on idea origination and development, and application by consulting with clients on their strategy challenges. A perennial generalist, Martin’s interest range widely. In this podcast he shares :“Strategy Stacks”—what they are, and why you need to start thinking about them Six steps that creativity theory shows are needed to harness imagination in yourself and in your company Why business strategy can no longer follow a one-size-fits-all model. How ecosystem-based competition differs from the company to company battles most business strategy knowledge is based on __________________________________________________________________________________________" So, therefore, whatever generalization we might want to make about strategy is increasingly inapplicable to the whole. Therefore we need to ask, pluralistically not what the approaches to strategy in the modern business environment, but which approach is applicable under which circumstances."-Martin Reeves__________________________________________________________________________________________Episode Timeline:00:00—Introducing Martin + The topic of today’s episode2:05—If you really know me, you know that....2:30—What is your definition of strategy?3:29—What are you most known for?4:40—Could you talk a bit about your strategy of strategies?7:24—Do the sources of competitive advantage change in light of the rising dominance of ecosystems?9:47—What does creativity in strategy have to do with play and imagination?12:05—The first step of the Imagination Cycle: Seduction12:50—The second step of the Imagination Cycle: Idea13:44—The third step of the Imagination Cycle: Collision14:22—The fourth step of the Imagination Cycle: Epidemic15:40—The fifth step of the Imagination Cycle: Codification17:10—The sixth step of the Imagination Cycle: Encore17:50—How can people connect with you, and what are you working on next?__________________________________________________________________________________________Additional Resources: Company Page: https://www.bcg.com/Twitter: Thank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Julian Birkinshaw is Professor of Strategy and Entrepreneurship at the London Business School. He is a Fellow of the British Academy, the Strategic Management Society, and the (American) Academy of Management. Julian is a recognized thought leader on the impact of digital technology on the strategy and organization of established companies, for example such topics as digital disruption, agile working, corporate entrepreneurship, business model innovation and management innovation. He is the author of fifteen books, including Mindtools for Managers, Reinventing Management, and Fast/Forward: Make Your Company Fit for the Future among others, as well as over one hundred articles. He is currently ranked as one of the Thinkers 50 top thought leaders in the field of Management, and is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, the Huffington Post, and The Times. He is a regular keynote speaker and a consultant to many large companies, such as BP, Dell Technologies, among others. In this podcast he shares: Why digital disruption is overrated How incumbent organizations should be thinking about react to disruptive attackers What this tells us about the future of Tesla and the electric vehicle industry __________________________________________________________________________________________" Traditional hierarchical, top-down methods work ok as long as what you're trying to do is just deliver a standard product a million times...as we move away from efficiency and quality as the narrow definition of performance to innovation and agility and purpose, we need people to take more initiative. We need to find ways of liberating and harnessing their talents."-Julian Birkinshaw__________________________________________________________________________________________Episode Timeline:00:00—Introducing Julian + The topic of today’s episode2:10—If you really know me, you know that....2:28—What is your definition of strategy?3:53—What got you interested in strategy?5:53—Could you talk a bit about your work on ambidextrous organizations and management innovation? 7:44—How was the framework of how we manage ourselves changed over time?9:45—How has your research supported the idea that corporations or incumbent organizations can become agile?11:22—Could you talk to us about the survival rate of S&P 500s?13:30—What should strategy officers in an incumbent organization be aware of?16:23—For a company that was ahead of the game, like Tesla, what are the potential moves they could take next to not be surpassed?17:52—What are you working on now, and how can people find you and follow you?__________________________________________________________________________________________Additional Resources: Personal page: https://julianbirkinshaw.com/index.htmlTwitter: https://twitter.com/JBirkinshawLinkedIn: Thank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Faith Popcorn founded her BrainReserve (FPBR), the futurist marketing consultancy, in 1974. The New York Times has called her “The Trend Oracle," Fortune Magazine named her “The Nostradamus of Marketing," and she is recognized globally as the original and foremost Futurist. She has identified such sweeping societal movements as “Cocooning,“ “SOS,” “AtmosFear,“ “Anchoring,“ “99 Lives" and “Vigilante Consumer." As the key strategist for Faith Popcorn’s BrainReserve, Faith and her esteemed team apply their insights to cultural and business Trend Truths, opening the vision of their clients, repositioning their brands/companies, developing new models and innovating for sustainable growth. She is a trusted advisor to the CEOs of The Fortune 200 including such companies as American Express, Apple, Campbell's Soup, Citigroup, Chipotle, Colgate, Comcast, among many others. With a documented 95% accuracy rate, Faith predicted the demand for fresh foods, home delivery, telemedicine, enhanced entertainment and home schooling, as well as capturing the spiritual tenor of the millennium with Cocooning and its impact on COVID-culture. Additionally, she predicted the rise of Social Media. Faith is also the best-selling author of four books: The Popcorn Report, Clicking, EVEolution, Dictionary of the Future and the Upcoming, and Popcorn Report 2030: A Leap of Faith. In this podcast she shares: What strategists often get wrong in attempting to predict the future Her view on the future of the Metaverse and Non-fungible tokens (or NFTs) Whether we are ever going to go back to work Why employees hold so much bargaining power now and how that will change how companies compete__________________________________________________________________________________________" I think the greatest error that people make about the future is trying to extrapolate what's going to happen from what did happen from the past. That is a major error, the way to figure out the future and become an overnight futurist is look forward."-Faith Popcorn__________________________________________________________________________________________Episode Timeline:00:00—Faith + The topic of today’s episode2:20—If you really know me, you know that....3:06—What is your definition of strategy?3:40—What are you most well-known for?4:51—What is the process you use, and how do you frame a strategy around those trends?6:30—How do you define the metaverse, and what does it mean for the future?8:13—How do you see bitcoin shaping the future?8:50—Can you give us an example of a company that was reluctant to adapt to change, and the effects of this?10:00—Tell us more about NFTs10:50—What happens when technology is misused?11:33—What are you thoughts on early adapters?12:23—Talk to us about the future of work11:33—What are you thoughts on early adapters?14:05—How will freelance and gig workers find security in the future?14:50—Can you talk to us about the future of robots?18:00—What is something people do wrong when predicting future trends, and what kind they do to avoid this?19:05Thank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast

Adam Bryant is managing director of The ExCo Group, a senior leadership development and executive mentoring firm. Prior to this, Adam worked for 30 years as a journalist, including 18 years as a reporter, editor and columnist at The New York Times. He interviewed more than 500 CEOs for “Corner Office,” a series on leadership that he created in 2009. He also writes a monthly column for Strategy+Business magazine and is the Senior Advisor to the Reuben Mark Initiative for Organizational Character and Leadership at Columbia University. Adam is the author of three books: His new book is THE CEO Test: Master the Challenges that Make or Break All Leaders, published by Harvard Business Review Press, which he co-authored with Kevin Sharer, the former President and then CEO of Amgen during which he grew the company to $16 billion in revenue from just $1 billion. Adam’s first book, The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed, was a New York Times bestseller, drawing on insights from CEOs to identify the qualities that help explain why certain executives are promoted over others to become CEOs. In his second book Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation, Adam distilled the wisdom of hundreds of business leaders to identify the secrets to a high-performing corporate culture. In this podcast he shares: The seven most critical tests that determine the success of a CEO Advice on how to simplify strategy so that everything can get on boardWhy we should be thinking about strategy as “making bets” rather than plansA compelling metaphor for strategy and leadership—think of it as keep bunnies in their boxes__________________________________________________________________________________________"I think that is one of the things that set effective leaders apart...is they have the skill of simplifying complexity. So take all the complexity in the world, in your industry and your company, and boil it down to a simple framework because I always say it's one of the leader's tests is to be able to stand on a stage at an all-hands meeting...and answer the questions that little kids ask...like 'Where are we going? How are we going to get there? '...To be able to do that takes a certain habit of mind...it is a muscle that you need to develop."-Adam Bryant__________________________________________________________________________________________Episode Timeline:00:00—Adam Bryant + The topic of today’s episode2:32—If you really know me, you know that....3:24—What is your definition of strategy?6:10—Can you explain more what you mean about leaders lacking "shared language"?6:40—What has been your biggest surprise in interviewing so many CEOs?9:07—Could you tell us about the seven key attributes that you discovered throughout your work?11:40—Is the skill of demystifying and clarifying the complex a skill that can be learned?14:00—Why do people have a tendency to overcomplicate ideas and use hundred-dollar words?15:10—Getting people accept ideas is more than just simplifying; can you explain the importance of repetition?16:48—You talk about business being about bets—could you elaborate on that?Thank you to our guest. Thank you to our executive producer, Karina Reyes, our editor, Zach Ness, and the rest of the team. If you like what you heard, please follow, download, and subscribe. I'm your host, Kaihan Krippendorff. Thank you for listening.Follow us at outthinkernetworks.com/podcast