Frank Slootman
Most companies stall not from bad strategy, but from tolerating low standards, a lack of focus, and sluggish execution. This is a blunt operator's playbook for converting ambition into hypergrowth.
Demand "insanely great" work by refusing to accept mediocre output and explicitly defining what a high standard looks like.
Cultivate a culture of "drivers" who take extreme ownership of their results, and aggressively manage out "passengers" who merely ride the company's momentum.
Narrow your focus by forcing teams to sequence their efforts and relentlessly prioritize the single most impactful project rather than working in parallel.