Outthinkers

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 guests, 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 abThank you to our guests, 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 guests, 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 guests, 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 guests, 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 thatThank you to our guests, 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

Ben Gomes-Casseres has worked on partnership strategies for thirty years, as a researcher, teacher, and advisor. A professor at Brandeis University, Ben directs the Asper Center for Global Entrepreneurship. Previously, he was at Harvard Business School and at the World Bank. Ben has published five books and many articles and case studies on M&A, alliances, and joint ventures, and his views have appeared widely in the business press. Ben helps companies create value from external resources by improving the way they manage partnerships. He holds degrees from Harvard, Princeton, and Brandeis. A native of Curaçao, he speaks four languages, and his work can be found at www.remixstrategy.com. His newest book is Remix Strategy: The Three Laws of Business Combinations. He also offers two online courses on Linked-In Learning (Lynda.com): “Strategic Partnerships” and “Ecosystems and Platforms.” In this podcast he shares: Why the future of competition is not firm to firm but rather ecosystem to ecosystem The three rules you must master to win an ecosystem-based competition How to think about the decision of which ecosystems to join, and how much value you can sustainably extract … which by the way has been one of the top questions members of our network of chief strategy officers have be thinking about. __________________________________________________________________________________________-Ben Casseres-Gomes__________________________________________________________________________________________Episode Timeline:00:00—Ben Gomez + The topic of today’s episode2:05—If you really know me, you know that....3:10—What is your definition of strategy?5:24—Could you tells us more about your concept of "business combinations"?6:58—What are the "rules" so to speak about the blurred lines between B2B and B2C in this new ecosystem business environment?8:50—Could you describe the difference between an ecosystem and a platform?11:28—Could you walk us through the three rules of ecosystems?13:16—How does the "pie" get divided so all players get an equal amount of value?15:12—Tell us about branding. Can an ecosystem have a brand?17:53—Could you tell us a little more about the "one plus one" rule?19:38—What do people usually get wrong? 21:23—How can people follow, find and learn from you?__________________________________________________________________________________________Additional Resources: Company page: www.alliancestrategy.comTwitter: https://twitter.com/bencasseresLinkedIn: https://www.linkedin.com/in/bengomescasseresBrandeis Faculty Page: https://www.brandeis.edu/facultyguide/person.html?emplid=d6dac7e5051c516ace0f11fbc430d0cd13c40dcfThank you to our guests, 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

Fred Reichheld is the creator of the Net Promotor Score (or NPS). He is a Bain Fellow and the founder of their Loyalty practice, which helps companies achieve results through customer and employee loyalty. His work in the area of customer and employee retention has quantified the link between loyalty and profits. He's authored numerous best-selling books including The Loyalty Effect, Loyalty Rules!;  and The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer Driven World. His work has been widely covered in outlets like The Wall Street Journal, New York Times, Financial Times, Fortune, Business Week and The Economist.  Consulting Magazine  chose Fred as one of the “25 Most Influential Consultants”. According to The New York Times, "[He] put loyalty economics on the map." The Economist refers to him as the "high priest" of loyalty. This episode covers key take-aways from his most recent book: Winning On Purpose: The Unbeatable Strategy of Loving Customers. In this podcast he shares: How too many companies misuse—even abuse—NPS Lessons from companies like Apple Retail, Philips, Schwab, Allianz, American Express, and Intuit who get it rightWhy our historical view on capitalism is fading and why the emerging concept of capitalism will lead you to being truly customer-centric Why focusing on investor returns or even employee happiness is short-sighted And why establishing and truly living a core purpose is fundamental to your company’s long-term success __________________________________________________________________________________________-Fred Reichheld__________________________________________________________________________________________Episode Timeline:00:00—Introducing Fred Reichheld + The topic of today’s episode2:07—What made you revisit your idea of NPS?2:47—How are companies misusing NPS?3:54—Why do the ideas about focusing on various themes that aren't centered around the customer, never work out?5:25—Can you define the golden rule?6:22—How do you overcome the resistance to the language of what many consider "soft skill" language?8:28—What metrics should we be starting to embrace?11:10—Can you give us an indicator or metric that can help us gauge how much we're learning?12:54—What is the role of culture and values in this topic?15:40—Could you explain how capitalism fits into all of this?17:01—How can people follow, find and learn from you?__________________________________________________________________________________________Additional Resources: Company page: https://www.bain.com/our-team/fred-reichheld/Twitter: https://twitter.com/FredReichheldLinkedIn: https://www.linkedin.com/in/fredreichheldNewest Book: Thank you to our guests, 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

Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton’s Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education’s National Center on the Educational Quality of the Workforce. He was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging, and was elected a fellow of the National Academy of Human Resources. He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His recent work on performance management, agile systems, and hiring practices, and other workplace topics appears in the Harvard Business Review. In this podcast he shares: Insights on remote working: When does it work? Will we ever all go back to the office post-COVID? Gig workers: how do you manage them? Temp workers: why using them can decrease morale Psychological safety: can you ever have too much of it? __________________________________________________________________________________________"When you feel extremely safe, it's kind of like saying the guardrails are off. Now, I suppose if you're a true believer in psychological safety, you would say that there are other ways where you could keep the guard rails on—clear standards and clear norms, a strong culture, that sort of stuff—and we found some evidence for that. Then you get this situation where there's so high of a space psychological safety, that people's performance begins to slide. Not too surprising, too much of good things, in many cases, don't end up being so great."-Peter Cappelli __________________________________________________________________________________________Episode Timeline:00:00—Introducing Peter Cappelli + The topic of today’s episode1:45—If you really know me, you know that...2:20—What is your definition of strategy?2:58—What got you interested in your topic, and could you tell us about your recent work for your new book?4:30—Could you describe some of the big gaps in tradeoffs between employees and companies?7:15—What lessons do we have from companies that have gone fully remote?8:38—Is there something we can learn from history about what happens when there is no longer a competitive labor market?11:00—When labor markets are tight, and then aren't, do they revert back to the norm, or are we entering a new kind of contract between employer and employees?13:08—Do companies compare their wages to market average value often? Are there drawbacks to not doing so?15:15—What are the differences in how you manage gig or contract workers and employees, could you elaborate on that?17:10—Could you talk about psychological safety? Is the approach "more is always better" valid?18:28—Where can people follow your work and find you?__________________________________________________________________________________________Thank you to our guests, 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

Dan Toma is an innovation thought leader and the co-author of two of my favorite books on innovation. The award-winning book The Corporate Startup, (awarded "Management Book of the Year for Innovation and Entrepreneurship" by Chartered Management Institute and The British Library in 2018) and his latest, Innovation Accounting. Dan started his career in entrepreneurship, being involved with technology startups across the world. Puzzled by the questions "Why are innovative products mainly launched by startups?," together with his team at the consultancy company OUTCOME, he focuses on enterprise innovation transformation. Specifically on the changes blue-chip organizations need to make to allow for new ventures to be built in a corporate setting. A big proponent of the ecosystem approach to innovation, Dan has also worked with various government bodies, in Asia and Europe, helping develop national innovation ecosystems and implement national innovation strategies. Most noteworthy is his work in the economic aid program of the Finnish Ministry of Foreign Affairs in Vietnam where he helped design and manage a nationwide business acceleration program and supported the capability development activities. Dan was also featured on the Thinkers50 2020 Radar list of "Management Thinkers to Watch," while also being a member of the World Economic Forum’s working group on accelerating digital transformation. In this podcast he shares: Why the traditional financial metrics we use to manage our core business are inappropriate for measuring innovation.While many people say things like “you have to measure innovation differently” or “we need to start measuring learning rather than revenue for innovation to work,” Dan gives us really tangible, practical advice on how to measure the right things.He also argues that we should not be focused on big “moon shot” ideas and what we should be focused on instead.__________________________________________________________________________________________"There's a gap in the market. There's a lot that talks about employees.There's a lot that talks about customers, and then loosely we'll talk about them together. But what is the value? We went out and did some primary research, and we found that brands that do that really well in the U.S. is 1.8X faster growth rates. For a billion-dollar brand, it's a $40-million impact."-Dan Toma__________________________________________________________________________________________Episode Timeline:00:00—Introducing Dan Toma + The topic of today’s episode2:32—If you really know me, you know that...2:50—What is your definition of strategy?4:40—What got you interested in strategy?5:27—What are you most known for?5:56—Could you tell us about how Covid-19 has shifted companies' approach to innovation?8:59—What are some of the pitfalls of financial accounting?11:10—Can you give us an indicator or metric that can help us gauge how much we're learning?12:50—How do you measure a learning? 13:30—What do people get wrong? 14:50—What's the error in measuring innovation of "moon shot" ideas?16:00—What's something you've changed your mind about?17:13—Could you describe the fraThank you to our guests, 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