When to Change Direction
Who this book is for
Người đang xây một business ở Việt Nam trong giai đoạn đầu, từ lúc còn là một ý tưởng tới lúc có vài chục khách trả tiền. Người đọc TỰ LÀM gần như mọi việc, tiền của chính mình, và câu hỏi lớn nhất của họ là thứ này có ai cần không. Đây KHÔNG phải người điều hành một công ty đã chạy: chiến lược, tổ chức và mở rộng thuộc cộng đồng CEO.
Sound familiar?
- Can't tell whether this is persistence or stubbornness.
- Changes direction at every piece of bad news, so nothing has ever been carried through.
- Ignores bad signals because so much time is already invested.
- No thresholds set in advance, so every decision is the emotion of that week.
After reading, you can
Help a founder decide to pivot or persist using thresholds set in advance.
Each chapter answers one question
Chapter 1: Why decide when to quit while things still look fine?
Which number will tell me this direction is not working?
A threshold set while calm saves you from decisions made in panic or excitement.
Chapter 2: Why do I always have an explanation for bad news?
What reason did I use to explain away the latest bad news?
Founders are best at finding explanations for bad news, and that is their most dangerous skill.
Chapter 3: Does pivoting mean starting over, or keeping something?
What do I keep and what do I change?
A pivot is not starting over; mostly it is keeping one thing and changing one thing.
Chapter 4: Will a pivot make my team stop trusting me?
How do I explain this decision to my team?
A pivot makes the team, customers and investors hear a new story.
Chapter 5: Is stopping failure, or saving what matters most?
If I stopped now, what would I keep?
Stopping at the right moment gives back the most precious thing left: time and the ability to try again.