Dunbar

As Supreme Commander of the Allied Forces in World War II, General Dwight Eisenhower faced an extraordinary challenge: uniting British, American, and Canadian forces for the D-Day invasion. Success required not just strategy but collaboration on an unprecedented scale. Eisenhower’s approach was rooted in listening. Before D-Day, he convened a wide range of voices — officers, strategists, and even meteorologists. He encouraged open debate, resolved conflicts between leaders like Omar Bradley and Bernard Montgomery, and built trust among his team. This process wasn’t just about gathering input; it was about creating ownership in the mission. When uncertain weather loomed, Eisenhower made the call to proceed, taking full responsibility. In a note drafted before the invasion, he wrote: “If any blame or fault attaches to the attempt, it is mine alone.” His humility and accountability inspired his team to act with confidence, leading to one of history’s most pivotal victories. #148words

Ingvar Kamprad, IKEA’s founder, famously said, “To design a desk which may cost $1,000 is easy for a furniture designer, but to design a functional and good desk which shall cost only $50 can only be done by the very best.” This challenge ignited a revolution in furniture design. The L?VET table, with its iconic leaf-like shape, was originally sold fully assembled. During a 1956 photo shoot, an IKEA employee transporting it in his car had to remove its legs to make it fit. This workaround revealed a design flaw — but also inspired Kamprad’s flat-pack concept. The result? Drastically reduced production and shipping costs and a redefined industry. This innovation catapulted IKEA to become the world’s largest furniture retailer and, amusingly, the world’s sixth-largest food chain. As Kamprad said, “Only those who are asleep make no mistakes,” a philosophy that led IKEA to view flaws as extraordinary opportunities. #148words

CVX Ventures Facilitates the Appointment of Dunbar's New Advisors When Dunbar presented to the CVX community, the response was overwhelming. Many of our partners recognized the platform’s potential and expressed interest in getting involved. We were excited to help connect Dunbar with some of these partners, which led to the appointment of their new advisors. We are pleased to announce that Dunbar has officially welcomed four CVX partners: Mads Hein, Sonia Glubisz Crifling, Brian S?gaard, and Brian Hansen. Dunbar’s platform focuses on microlearning, offering quick, effective lessons designed to seamlessly fit into daily routines. As they prepare for their official launch in early 2025, we are proud to be part of their journey. Congratulations to everyone involved, especially Markus Moberg and the rest of the Dunbar team. We’re excited to see Dunbar continue to grow and make a lasting impact on corporate training. ???Read the full article?linked in the comments to learn more about how CVX helped Dunbar expand. Are you looking for advisors for your company? Connect with Oscar Thybo on LinkedIn or email him at?[email protected]?to learn more about how we support startups here at CVX.

In his essay “A Project of One’s Own,” Paul Graham reflects on how meaningful work often begins with an individual’s effort and expands into something greater. This resonates with my journey with Dunbar, which started as a personal idea and evolved into a collaborative mission. Graham notes, “Collaboration is powerful...?The optimal organization would combine collaboration and ownership in such a way as to do the least damage to each.” He highlights how solo efforts can scale while preserving their original vision. Valuable projects, he explains, attract collaborators naturally, as people join not out of obligation but because they see potential. For anyone considering an idea or startup, Graham’s essay reminds us that you don’t need all the answers at the outset. Big ventures often start with one person and a clear vision. Others will join when they see something compelling. Begin confidently — collaboration and growth will follow. #148words

When OpenAI’s board abruptly ousted CEO Sam Altman in November 2023, chaos erupted. Citing vague concerns about his communication style, the decision blindsided employees, sparking a revolt. Over 700 staff members — nearly the entire workforce — signed a letter demanding Altman’s reinstatement, warning, “Sam is the best leader for OpenAI.” The revolt exposed sharp divides within the world’s most influential AI organization. Microsoft seized the moment. CEO Satya Nadella announced Altman would lead a new AI research division under Microsoft’s banner, calling it “an exciting opportunity to deepen our partnership.” The bold play piled pressure on OpenAI’s board, already reeling from threats of mass resignations. Intense negotiations ultimately reinstated Altman, highlighting a hard truth for organizations navigating crises: transparency and open communication aren’t just ideals — they’re the foundation of trust, and without trust, even the brightest missions can falter. What have you done to strengthen trust in your organization? #148words

In the mid-1990s, NVIDIA faced a critical juncture. The company's first graphics accelerator failed commercially, and a deal with SEGA to develop a GPU for its Dreamcast console collapsed due to technical disagreements. Left in financial peril, CEO Jensen Huang made a desperate move, approaching Sega of America, Inc. Shoichiro Irimajiri for assistance. “I was embarrassed to ask,” said Huang. Yet Irimajiri, seeing Nvidia's potential, approved a $5 million investment. “His understanding and generosity gave us six months to live,” Huang later recalled. “Confronting our mistake — and, with humility, asking for help — saved Nvidia.” That lifeline spurred Nvidia’s recovery. In 1997, the company launched the RIVA 128 chip, a groundbreaking product that redefined graphics performance and cemented its place as a leader in the industry. Nvidia’s story is a testament to resilience, humility, and finding the right ally at the right time. Even the most successful don’t go it alone. #148words

Sir Ernest Shackleton led his crew into Antarctica, united by a singular goal: to push the boundaries of exploration. When the Endurance was crushed by ice, their mission shifted to survival. Over months in the world’s harshest environment, Shackleton’s team demonstrated the extraordinary power of a small, focused group with a shared purpose. The crew’s clarity of mission forged unity and resolve amidst adversity. Shackleton knew his men’s strengths and limits, fostering trust and camaraderie. By ensuring each member played a vital role, he kept them motivated and resilient, transforming a disaster into one of history’s greatest survival stories. As the group rowed through icy seas or trekked across frozen terrain, Shackleton’s leadership brought out the best in each individual. In his words, “Through endurance, we conquer.” His story reminds us that true strength lies not in avoiding hardship but in the collective effort to rise above it. #148words

JPMorganChase CEO Jamie Dimon says “When you complain to us, you’re doing us a favor. If we're torturing you, we're probably torturing another 10,000 or 100,000 people.” Complaints are goldmines to him because they reveal opportunities for growth. One of his go-to tools is the OODA Loop: Observe, Orient, Decide, Act. “You can’t lead from behind a desk,” Dimon explains. “You have to get on the road.” When JPMorgan expanded into underserved communities, Dimon didn’t just rubber-stamp the plan. He visited branches, spoke to local leaders, and listened to their stories firsthand. This approach sparked initiatives like affordable housing loans and financial education programs, improving access for thousands. “Leadership isn’t about having all the answers,” he says. “It’s about asking the right questions.” Do you want to lead like Dimon? Start by observing and listening to the people you serve. The answers - and the impact - will likely follow. #148words

What does it take to manage one of the world’s largest companies, spanning over 80 businesses and employing 396,500 people? At Berkshire Hathaway, the answer is surprising: just 26 people at its Omaha headquarters. This astonishing number reflects Warren Buffett’s unique approach to leadership and group dynamics. Here’s how he does it: Radical Decentralization: As Buffett puts it, “If you’ve got good managers, you don’t tell them how to run their businesses. You let them do their jobs.” Seamless Web of Trust: Buffett and Charlie Munger built a culture grounded in trust rather than oversight. Managers are empowered to focus on long-term growth. The Power of Simplicity: By stripping away unnecessary bureaucracy, Berkshire Hathaway’s leadership focuses only on the essentials: allocating capital and providing a guiding philosophy. The results? This lean setup allows Berkshire Hathaway to remain agile while managing diverse businesses. It’s a testament to the power of trusting small, focused teams to drive monumental success.