You also write that
“Underdog strategies are hard or at least harder than giant strategies.”
Can you explain that a little bit?
Yeah, I mean that
the choice you have, as an underdog, is
if you’re going to choose to fight,
and choose to would fight to win,
there are a series of strategies available to you.
But they are all more costly
than the strategies available to the favorite.
So I give the example.
I have a chapter about it.
一个软件大亨 印度人 他在硅谷
And a software mogul, in Silicon Valley, an Indian guy
who coaches his daughter’s,
twelve-year-old daughter’s basketball team.
And they are
without talent they are
by his own, by his own admission.
This was like they didn’t know how to,
barely know how to play the game.
It takes them all the way to the national championships.
He does it by
he instructs them they’re going to play the full-court press
every minute of every game,
and defend every inch of the court, right.
Now that’s actually a very effective strategy,
particularly in age-class basketball.
If you’re the underdog,
it’s your only chance of winning is
to play a really aggressive defense.
It requires however,
that everyone in your team
expend maximum effort.
Every minute of the game, you cannot loaf.
For an instant,
you have to be in really good shape,
and you have to run yourself ragged,
and you cannot let up.
Most people will not play that way,
because it’s too difficult.
If I say to you,
“We’re not going to be doing these…these elegantly designed plays,
and shooting gorgeous baskets,
and passing the ball.
We’re just going to be doing this,
for the entire game.
and you’re going to be exhausted at the end.”
And most kids would say,
“That’s not why I signed up.”
So it’s like that’s a kind of
classic illustration (of)
effort is the route,
one of the routes available to the underdog:
“I can outwork you even if
I may not be able to outspend you,
but I can outwork you well.”
Outworking is a tall order.
It’s not easy to do.
You know, that’s is anyone who has worked in a startup knows.
That’s this one of the stressful parts of it.
But successful startups,
I’ve never seen any actual data on this,
but do we think the people working for
successful startups work longer hours than
people who work for Fortune 500 companies?
My guess is yes.
These lessons are so applicable to
to business owners and to entrepreneurs.
I wonder why didn’t you look to
include any of those examples in the book.
Well, I talk about, I mean I talk about innovators,
and I talk…
I have moments when I talk about any of our com brother.
I talk about this side.
I don’t know.
I mean you choose whatever story is.
I could easily have.
I just got caught up in different things, you know.
I don’t think it matters, you know, the thing about
particularly the business audience which
has been an audience that I have.
My books have been
well read in our world.
And I said no.
They’re part of my audience very well.
I don’t think they…
In order to draw meaning from an example,
it doesn’t have to be from their precise world.
I mean, I think about what’s one of the
one of the fascinating things that happened in the business world.
Over the last twenty years is the
increasing level of intellectual sophistication,
the willingness to look everywhere,
for ideas and for inspiration.
Not just, I mean, these days
if you meet a business executive,
they’ll know as much about social psychology as
social psychologists. I mean,
they’ll be reading books on neuroscience
to get clues about how to talk to their customers.
I mean this is not true thirty years ago.
So I don’t think people…I don’t think it matters.
I think people will take insight wherever it comes.