The Cloak-and-Dagger Show: How Flashy Optics, Ego, and Short-Term Thinking Sink Great Ideas
Visibility Is Not Success!
Let’s bear that in mind as we delve in.
Picture this: You’re the captain of a newly launched ship.
It’s shiny, well-crafted, and you’ve spent years building it and you’re certain it will sail smoothly, cutting through markets, disrupting industries, and garnering accolades.
Except, as you step out onto the deck and look ahead, you fail to notice one small but critical detail: the iceberg.
You’re so busy basking in the glow of your previous success and patting yourself on the back for the cleverness of your latest idea that the warnings of impending disaster go unheard.
Welcome to the tragicomic world of business leaders who find themselves trapped in a cycle of blind optimism, short-term thinking, and inflated egos, all while ignoring the Total Cost of Ownership (TCO) and the critical importance of long-term strategy.
This story is not about vilifying entrepreneurs or CEOs, but rather about understanding why so many ventures, even with all the initial promise, eventually fail to meet expectations and how we might avoid making the same mistakes.
As we navigate this dynamic and fluid business theatre, buckle in for a wild ride filled with the bitter truth of why your brilliant ideas might not be so brilliant after all, and why, despite all the “hard work,” you may find yourself rowing in circles.
But fear not, for we will together explore the possible roadmap to steer clear of those icebergs, so you can lead your business with vision, strategy, and, most importantly, results.
Chapter 1: Why CEOs and Founders Fall Into the Short-Term Trap
There’s a sort of manic energy that comes with launching a new business or product; an intoxicating cocktail of excitement, ambition, and, yes, fear.
For many CEOs and founders, this manifests as an overwhelming desire to hit short-term targets, often at the expense of long-term sustainability.
It’s like trying to win a marathon by sprinting the first mile. Sure, you’ll look like a hero for that initial burst of speed, but what happens after that?
Well, you burn out, lose momentum, and watch as others with a more thoughtful, strategic approach pass you by.
The problem with this mindset is that it prioritises optics over substance, short-term wins over long-term gains, and most tragically, bonuses over vision.
But here’s the kicker: The very same CEOs and founders pushing this bottom-line-driven agenda are often the ones who, a year or two down the line, will scratch their heads and wonder why their business hasn’t scaled, why their product hasn’t gained traction, and why the market, the ever-blamed market, just wasn’t “ready” for their genius.
The Total Cost of Ownership: The Elephant in the Boardroom
Now, let’s talk about Total Cost of Ownership (TCO), the financial albatross hanging around the necks of many ambitious founders.
TCO is more than just the initial price tag on a new venture or product; it’s the cumulative cost of maintaining, operating, and upgrading whatever it is you’re trying to sell.
But here’s the thing: very few leaders actually stop to consider this.
Instead, they focus on the near-term costs and potential revenues, convincing themselves (and their stakeholders) that once the product is out in the market, it will be smooth sailing.
It’s the kind of thinking that leads to half-baked plans and underwhelming results.
Ignoring TCO is like buying a racehorse, thinking you’ve clinched the Derby, only to later realise you haven’t factored in the cost of feed, a stable, a trainer, and oh, I don’t know, may be the actual race?
The leaders who succeed are those who not only understand TCO but also bake it into every level of their strategy.
They aren’t caught off guard when maintenance costs rise or when customer support expenses balloon. They anticipate these challenges and prepare for them; because they know that true success isn’t measured by short-term gains but by long-term, sustainable growth.
Chapter 2: The Myth of the Market Not Being Ready (And Why That’s Utter Nonsense)
Let’s get something straight right away: The market is always ready.
The problem is, more often than not, you’re not ready for the market; the well over-used Product-Market-Fit Research seemingly easy yet, infinitely delicate and elusive.
Most entrepreneurs simply look at the ubiquitous, non-nuanced, potential global growth figure without deep-diving and well-researched insights of particular industry or product and go all in, hoping that they’d eventually grab a % of the market-share.
Perhaps it’s true, the question is how much money does one have to throw at it for lack of deep-dived preparation?
Failing to Prepare is Preparing to Fail!
In the annals of corporate mismanagement, few excuses are as overused, tired, and ultimately misleading as “The market just wasn’t ready.”
It’s an artful dodge, a scapegoat rolled out to deflect responsibility from the one place it truly belongs: on the shoulders of those steering the ship.
It's like a football manager blaming the weather for a poor performance instead of acknowledging tactical errors.
If your product or business isn’t gaining traction, the chances are that either
Both are leadership failures, not market failures.
Successful leaders understand that markets are complex ecosystems, not waiting rooms for your big idea. They evolve, shift, and respond to consumer behaviour, competition, and innovation.
The key is to listen, adapt, and create products that align with those ever-changing needs.
Pro Tip: Never, never blame the market for your failures. It’s like blaming the ocean for your poor navigation skills.
Chapter 3: Activity ≠ Productivity
“If you’re always in meetings, when do you actually do the work?” This is one of those simple truths that, though obvious, seems lost on many in leadership roles.
In the modern corporate world, we’ve become slaves to meetings, thinking that because we’re talking about work, we’re somehow achieving something.
It’s a bit like someone who spends more time planning their holiday than actually going on one. Sure, the meetings look important, and everyone leaves with a vague sense of accomplishment, but what do they really produce?
Here’s the hard truth: Meetings without clear, actionable outcomes are just distractions.
They take time away from execution, from building, from selling. So, if you’re leading an organisation or a team and you find that you’re always in meetings but nothing is moving,
it’s time to rethink your approach.
Somethings to Avoid
1. Meeting Overload
Limit your meetings to only those that are necessary and ensure each one has a clear agenda and outcome. Otherwise, they’re just time-sucking black holes.
2. Short-Termism
Stop focusing exclusively on the next quarter’s results and start planning for long-term sustainability.
3. TCO Blind Spots
Never, ever underestimate the true cost of bringing a product or business to life. If you’re not accounting for TCO, you’re setting yourself up for failure.
4. The Excuse of the Market
The market is not the problem. Your understanding of the market is the problem.
Chapter 4: The “I Did It Before” Fallacy
Ah, the megalomania!
The belief that because you’ve succeeded before, you will naturally succeed again, without adapting, evolving, or rethinking your strategy.
Varying demographics, geographics and cultural values demand multi-faceted and quick-pivoting strategies without deviating from the original Vision.
It’s a common trap, especially among high-achievers who’ve had individual success in their careers.
Unfortunately, being a brilliant individual contributor does not necessarily translate to being a great team leader or CEO.
In fact, many founders who excelled in specific roles find themselves out of their depth when trying to steer the ship.
Running a successful business is not about individual glory; it’s about building a team, fostering collaboration, and understanding that past success doesn’t guarantee future results. Just because you hit a home run once doesn’t mean you’re Babe Ruth.
Chapter 5: How to Actually Win the Long Game
If there’s one takeaway from this essay, it’s this: Success in business is a marathon, not a sprint.
To truly succeed, you need to:
1. Understand Total Cost of Ownership
Don’t just focus on the initial price tag; think about the ongoing costs, maintenance, upgrades, and everything else that comes with your new venture. Build a strategy that accounts for all of this, not just the headline numbers.
2. Embrace Long-Term Strategy
The short-term focus on bottom lines and bonuses might keep shareholders happy for a while, but it will eventually lead to failure if you’re not thinking about sustainability. Plan for five years from now, not just the next quarter.
3. Meetings Should Have Outcomes
Every meeting should have a clear purpose, a defined goal, and actionable steps. Otherwise, it’s just a glorified chat session that leads nowhere.
4. Listen to the Market
The market isn’t going to wait for you to get your act together. It’s moving, evolving, and changing. The key to success is understanding those changes and adapting your product or service to meet the real needs of the market. Blaming the market for your lack of success is like blaming the mirror for your bad haircut.
Chapter 6: The Trap of Flashy Optics Over Real Substance
Founders and CEOs love a good spectacle. It’s no secret.
There’s something tantalising about having your product showcased on the main stage, your face plastered across industry magazines, and your business model praised for its innovation.
The temptation to create an outwardly glamorous brand, something that screams success before you’ve actually done anything of real significance is a trap that many fall into.
It’s the old "Cloak-and-Dagger Show," where everything looks polished and exciting on the surface, but underneath, it’s all smoke and mirrors.
The classic case of "all fur coat, no knickers," if you will.
Here’s how it plays out: The founder spends significant resources on marketing, branding, and PR efforts that look amazing but fail to create tangible results.
The product launch is accompanied by a flashy event. There are articles, social media buzz, fancy websites, and maybe even a TEDx talk.
But once the glitter has settled, what’s left? Often, not much.
Sales haven’t picked up, customer feedback is lukewarm, and the team is left wondering why all that effort hasn’t translated into real, measurable success.
Chapter 7: The Optics Trap: The Vanity of External Validation
You’re in the spotlight, people are talking, and everything looks glossy and glamorous.
The problem with chasing optics is that, for a short time, it feels like you’re winning.
But once you take a closer look, you realise the foundation is shaky. It’s like building a house out of sand; eventually, it collapses, and all the smoke-and-mirror tricks in the world won’t save it.
Real success isn’t about creating buzz; it’s about creating value.
It’s about having a product or service that meets the needs of your market, delivers on its promises, and scales sustainably.
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It’s about building something that will stand the test of time, even when the lights dim and the stage is empty.
Because at the end of the day, success is measured by longevity and impact, not by the fleeting applause of the crowd.
So, avoid the trap of the Cloak-and-Dagger Show.
Keep your eyes on the prize: building a business that lasts, even if it doesn’t always get the headlines.
The problem here is the mistaken identity of Visibility as Success.
They convince themselves that being seen and talked about is synonymous with creating value. It’s like setting up a grand theatre production, selling tickets to a packed house, only to find that no one is really paying attention to the story.
Sure, people will clap for the pretty lights and dramatic music, but when the curtain closes, the applause fades, and no one cares enough to remember your name, or worse, your product.
The truth is spending money on optics without real substance behind it is the business equivalent of buying a flashy sports car when you can barely afford the insurance.
It looks great for a while, but eventually, the costs outweigh the benefits, and you’re left with nothing but an expensive, unsustainable albatross around your neck.
You might fool your stakeholders for a short while, but when the metrics don't match the fanfare, it all unravels.
Things to Avoid:
The Trap of Vanity Metrics
Resist the urge to measure success by likes, shares, and media coverage. If those metrics aren’t tied to real sales or growth, they’re just vanity numbers. Focus on KPIs that drive actual business results, not just what looks good on paper.
Spending for the Sake of Optics
Don’t throw money at marketing just to make noise. Optics are only effective when there’s real substance behind them. It’s better to build a sustainable, high-quality product or service that speaks for itself than to rely on superficial hype that dies down quickly.
PR Overload
Yes, PR is important, but it’s not the endgame. Too often, founders are seduced by the idea of being featured in the latest industry publication or getting a nod from influencers. This can lead to pouring valuable resources into media strategies that don’t deliver conversions. PR should be a support mechanism, not the foundation of your business.
Chapter 8: The Quick Fix Fallacy of Sacrificing Long-Term Stability for Short-Term Gains
The low revenue dilemma!
The inevitable wake-up call that sends many a leader scrambling for solutions, like a rabbit caught in the headlights.
Sales are down, profits are nowhere to be found, and the once vibrant, optimistic business starts feeling more like a sinking ship.
Panic sets in, and that’s when it happens: the flood of quick-fix decisions.
These decisions are like the business equivalent of slapping a plaster on a broken leg. They may look like immediate solutions, but they come with serious long-term consequences.
Think of it as selling off the family silver to pay for the next meal; yes, it solves the problem today, but what about tomorrow?
The most common quick-fix solutions are often the most shortsighted.
They promise an instant boost in revenue or cost-cutting but ignore the bigger picture. And the damage they do is like termites quietly eating away at the foundation of your business.
Let’s dive into some of the most damaging quick-fix strategies that may appear brilliant in the moment but inevitably lead to long-term disaster.
1. Discounting the Soul Out of Your Brand
When sales start dipping, the temptation to offer heavy discounts can be irresistible. And why not? Who doesn’t love a good discount? You’ll see an immediate spike in orders, and the revenue needle will inch upward; at least temporarily.
The rub?, I hear you ask: consistent discounting doesn’t just eat into your margins; it also devalues your product in the eyes of your customers.
What was once seen as a premium offering is now a bargain-bin special. It’s the retail version of “crying wolf.”?
Eventually, customers learn to wait for the discounts, never paying full price again. Worse yet, you might attract a new audience, one that’s motivated solely by price and has no loyalty to your brand.
They’ll jump ship the moment your competitors offer a better deal. It’s a vicious cycle where the only winner is the bargain-hunter, and the long-term loser is your brand’s perceived value.?
Pro Tip:
Never chase short-term revenue at the expense of long-term brand equity. Your brand is your most valuable asset. Once it’s devalued, it’s incredibly difficult to rebuild.
2. Slashing Operational Costs to the Bone
When revenues are low, another common knee-jerk reaction is to start slashing operational costs.
Cut budgets, reduce customer support, and trim the workforce; all in the name of “efficiency.”
In the short term, this may look like a win: lower costs, higher profitability.
But it’s akin to throwing your business on a crash diet, starving it of the nutrients it needs to survive and grow.
Cutting costs in crucial areas like operations and customer support may improve your bottom line for a quarter or two, but it also stifles growth.
You lose operational efficiency, your customer experience suffers, and your team becomes demoralised.
The short-term savings lead to long-term stagnation, and soon, you’ll be wondering why no one knows your brand and why your customers are fleeing to the competition.
Pro Tip:
Instead of indiscriminately slashing costs, focus on optimising efficiency in ways that don’t compromise your long-term growth. If you must make cuts, make them strategically and with a vision for the future.
3. Pivoting into a Business Abyss
Here’s another classic: the panic-driven pivot.
The product isn’t selling, so what’s the solution?
Pivot to a different market, change the product, or launch a completely new service.
It’s the business equivalent of throwing spaghetti at the wall to see what sticks. Except, in this case, the spaghetti is your company’s future.
While pivots can be a legitimate strategy, doing it out of desperation rarely works.?
What often happens is that businesses end up half-committing to a new direction, without fully understanding the market, the customer needs, or even the competitive landscape.
They chase new shiny objects, believing that they’ll magically solve all their problems. But in doing so, they lose sight of their original vision and mission. The result? A company with no clear identity, no loyal customer base, and no sustainable path forward.
Pro Tip:
Pivots should be driven by insight and strategic foresight, not desperation. If you must pivot, ensure it’s a well-thought-out move that aligns with your long-term vision.
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4. Taking on Bad Clients Just to Keep the Lights On
Desperation often leads businesses to take on clients they wouldn’t touch with a bargepole during better times. Bad clients come in many forms, they’re high-maintenance, late-paying, and low-profit.
But when revenue is drying up, even the worst clients can seem like a lifeline.
Here’s the problem: bad clients drain your resources and morale. They often require more time and attention than they’re worth, dragging your team into a quagmire of unproductive work that yields little reward.
Worse, they create a toxic atmosphere where your best employees feel undervalued and under-appreciated.
In the end, you’ll find yourself spending more time managing these clients than growing your business.
?Pro Tip:
Not all revenue is good revenue. It’s better to keep your standards high and maintain your brand integrity than to dilute your efforts chasing bad business.
Know when to say no.
5. Sacrificing Innovation for Immediate Revenue
The quickest way to shoot yourself in the foot long-term is to sacrifice innovation for quick wins. Faced with low revenue, many businesses opt to shelve their R&D, halt product development, and focus on pushing whatever is currently in the pipeline.
The logic is simple: “We need revenue now, not five years from now.”
But the problem with this approach is that innovation is the lifeblood of sustainable business growth. By halting R&D and development, you essentially stop your company from evolving and staying competitive. In today’s fast-paced world, resting on your laurels is not an option.
If you’re not innovating, someone else is, and they’ll soon be eating your lunch.
Pro Tip:
Always maintain a balance between immediate revenue goals and long-term innovation. The most successful companies are those that continually invest in their future, even when times are tough.
Chapter 9: Final Thoughts
In the end, the most successful leaders aren’t those who got lucky or who had a great idea at the right time. Sure, it helps to have the right idea at the time time of course.
They’re the ones who understood the full scope of what it takes to launch, sustain, and grow a business.
Because, Ideas are Cheap, and Execution is Not.
They accounted for the Total Cost of Ownership. They didn’t blame the market when things didn’t go as planned.
They didn’t get bogged down in meaningless meetings or obsess over short-term wins or doing things to create the illusion and glamourous optics.
Instead, they stayed focused on the long game.
Because in business, as in life, it’s not the person who runs the fastest that wins, it’s the one who knows how to finish the race.
The key takeaway?
Simple enough!
Success is Strategy, not Luck!
Resist the urge to make decisions that fix short-term revenue problems but destroy long-term stability.
Every business goes through lean times, and the real test of leadership is how you handle those moments of adversity.
Do you make panic-driven decisions that offer quick relief but lead to long-term pain?
Or do you stay the course, make strategic choices, and position your business for sustainable growth?
The most successful leaders are those who can take the long view, even when it’s uncomfortable.
They understand that success isn’t measured by the next quarter’s results but by the ability to weather storms and come out stronger on the other side.
Because in the end, it’s not just about keeping the ship afloat today; it’s about ensuring that it will sail for many years to come.
So, as you embark on your next venture, remember: The iceberg isn’t the problem; the problem is not seeing it in time to steer your ship clear.
Cheers.
Minn Tun
October 2024