Running doesn't make the road shorter!

Four points in the newsletter:

1. Running doesn’t make the road shorter!

2. How to stop "Pricing from Fear"

3. An invitation to a book club!

4. Rise and fall of Blackberry: a book review

ONE: RUNNING AND THE ROAD

Frantic movements, tense faces, a sense of urgency surrounds the air.

Fists clenched, everyone stares into the computer.

Or they walk about, seemingly purposeful.

Amidst all this tension, with folks breathing stress as oxygen,

There stands a lady, like a statue, overseeing it all.

She raises her hand, and everyone stops whatever they were doing.

Silence rules the room and she pauses just enough for stomachs to rumble.

The mind plays tricks and varied thoughts spring forth in the minds.

In the minds of all, except her.

In a calm voice, she says,

Running doesn’t make the road shorter.

Stop whatever you are doing and write down what is the top priority.

Then focus only on that.

If you want to close your eyes to concentrate, or nap

Do it

Frenzy never helped anyone and it spreads panic.

When you have to cut the red wires amidst a whole lot, slow down

The outcome will arrive when it must—we don’t need to rush to it.

The message, delivered in a calm, spaced manner,

Seemed to create a magical effect

The room moved in slow motion with steady hands moving with purpose

Who are we doing it for?

For the job, for the duty we signed up for

Or to put on a show as to how busy we are

Running and forcing others too as well

We have the power to slow-down

As we will speed up in those moments that need it

For the rest, focus, attention and single-tasking.

Still running?

Inspired by

Running doesn’t make the road shorter. | Murder Mindfully | S1E1

TWO: How to Stop Pricing from Fear!

" ?I know my revenue goals. I see the deal in front of me. I know my competitors are biting. I just need to decide on my price.

Premium? Risk scaring them off. Low? Risk killing margins. Middle? Risk being forgettable.

So I do what every rational CEO does… I open Excel.

Hours go by. More tweaks. More comparisons. More fear. Until suddenly—deadline. Panic. Rush. Submit.

And then? I lose. And I wonder… was my price wrong? Or was my hesitation worse?

Here’s the truth—pricing fear isn’t a math problem. It’s a confidence problem.

And that hesitation? That overthinking? That’s not strategy—it’s fear running the show. "

?

Your Price is a Reflection of Your Conviction?. Pricing isn’t just about numbers—it’s about confidence. The fear of losing a deal makes CEOs price from insecurity, not strategy. The best CEOs price to lead, not to chase.

The Bias Holding You Back: Listen to this micro-podcast: https://open.spotify.com/episode/57PC349fDlIwsplLPzsqKJ?si=j48kQP-pT6KcLQVEuMGOWQ

THREE: BOOKS and BOOKLOVERS: An invitation

I am part of a book club that meets virtually at 9AM Indian time every Saturday for an hour to talk about books. If you would like to be a fly on the wall, please DM and I will share the link.

FOUR: RISE AND FALL OF BLACKBERRY by FADI RIAD

A REVIEW: Rise and fall of BlackBerry by Fadi Riad.

TLDR: Good concise summary of what happened. More of a timeline. Good marketing lessons.

1. Keep Up with Trends: BlackBerry did well at first but didn't change fast enough when new smartphones like the iPhone came out.

2. Growth Can Be Tricky: BlackBerry grew quickly and went global, but this made it hard to stay innovative and keep up with competitors.

3. Know Your Customers: BlackBerry tried to make phones for businesses and regular people, but this mix didn't work out well.

4. Leadership Matters: Having two CEOs was unique but made it hard for BlackBerry to make decisions and stay on track as it got bigger.

5. Tech Changes Fast: BlackBerry fell behind because it was slow to adopt new tech like touchscreens and better internet browsers.

The slightly longer one below!

The main five key learning from the book "Rise and Fall of BlackBerry:

1. Importance of Innovation and Market Adaptation: BlackBerry's initial success was driven by its innovative approach to secure communication solutions, but the company struggled to adapt to new market trends. This shift was towards smartphones focused on user experience and multimedia capabilities, exemplified by the rise of the iPhone.

2. Risks of Rapid Growth and Expansion: BlackBerry experienced rapid growth and expansion, entering global markets and forming significant partnerships. This rapid scale-up exposed the company to the challenges of maintaining innovation, quality, and market relevance amidst intense competition. And of course, “Hubris”!

3. Challenges in Balancing Corporate and Consumer Needs: BlackBerry's attempt to cater to both corporate and consumer markets led to strategic dilemmas. Who really is my customer, the quintessential question for any marketer! The company initially thrived in the corporate sector due to its focus on security and efficiency but struggled to appeal to consumer markets that valued innovation, and user-friendly interfaces.

4. Impact of Leadership and Organizational Structure: The unique dual CEO structure at BlackBerry was initially a strength but later contributed to decision-making and accountability issues as the company grew.

5. Significance of Responding to Technological Shifts: BlackBerry's had challenges in updating its operating system and integrating new technologies, such as touchscreens and modern browsers. The need for continuous evolution with a purpose! Delayed responses to these shifts, as seen with the BlackBerry Storm and PlayBook, significantly impacted market position and competitiveness.

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