The Moment You Stop Believing Your Own Strategy
A CEO has spent two years building a strategy, communicating it to investors, reorganizing the company around it. The market is shifting in ways they didn't anticipate. Early signals suggest the strategy might not work. But they've already burned credibility on this direction, already asked people to sacrifice for it, already told the board it would work. Admitting doubt now means admitting they were wrong, which feels like admitting they're not capable of leading the company. This episode examines the decision to stay the course or change course when the only real data is ambiguous early…
The skinny
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