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Let's agree, to prioritise the future over the current business is a delicate challenge. It requires extraordínary extraordinary leadership to mitigate the friction between new and old. The leadership includes being brave and lean on figures that cannot be proven.
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When I write "easier to sustain over time" it does not mean "easy." It means; since the "Core and Startup pattern" is based on stable and evolutionary learning it will in comparison be more predictable and more controlled than for exemple example sudden organisational changes. However, it requires hard work and courage from the leaders who want grow a business for real. And I'm sure it pays off, just heard Jeff Bezo's net worth surpassed 100 billion dollars. He is a leader with a clear sustainable path in creating a company culture where everyone should be involved in the future.
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First of all, come short feedback loops and swift changes as the essence needed in both the current business and any new business. To make it work, top management needs to establish behavior behaviour and culture supporting short feedback loops and the ability to do swift changes. Failing to do so will ultimately risk the long term survival of the organisation. To understand what "short" and "swift" are, it is crucial to have metrics in place to guide on the path of improvements.
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