Entity Dossier
Company

Columbia

Strategic Concepts & Mechanics

Identity & CultureDream Replaces Mission StatementCornerstone MoveTalent Factory as Acquisition CurrencyCapital StrategyBonus Pool Tied to EVA, Not RevenueCornerstone MoveBuy Beloved Brands Run by NobodySignature MoveOwners Recruit, Not HR DronesSignature MoveBottom 10% Shaved Every Year ForeverRisk DoctrineType IV Leader Purge Despite ResultsCornerstone MoveExit Banking, Enter Boring ForeverSignature MoveFire the Rebellious on Day OneSignature MoveOpen Floor, No Offices for AnyoneStrategic PatternHoshin Kanri Goal Cascade to Factory FloorCornerstone MoveLeak the Offer to Shame the BoardSignature MovePeople Chess Not Performance ReviewsDecision FrameworkFive Whys to Kill Surface ExcusesOperating PrincipleComfort-Zone Rotation as Growth EngineOperating PrincipleSelf-Manufactured Belief Compounds Over TimeImplementation TacticOlympian Expectations Escalate or DieCompetitive AdvantageThe Proprietary Segment of OneImplementation TacticThe Reality Distortion Field as Leadership ToolStrategic ManeuverRide the Pool Vehicle, Then Build Your OwnMental ModelPositioning Beats Performance Every TimeStrategic ManeuverNarrow the Niche Until You're the Only OneMental ModelAnti-Fragile Spirit: Setbacks as Discovery MechanismMental ModelOne Breakthrough Achievement, Not a PortfolioStrategic ManeuverThe Personal Vehicle as Force MultiplierMental ModelBe Profitably Different, Not Just DifferentStrategic ManeuverGet Transformed on Someone Else's DimeStrategic PatternBain's Exclusivity-Intimacy FlywheelDecision FrameworkGap in the Market Plus Market in the GapRelationship LeverageMentors by Adoption, Not PermissionStrategic ManeuverDesire Deeply, Wait, PounceIdentity & CultureSerious Intent as Daily ObsessionOperating PrinciplePersonality Reinvention Through DisplacementMental ModelIntuition as Articulated Hidden KnowledgeCapital StrategyExpected Value Betting at Long OddsOperating PrincipleDenial as Quality ControlIdentity & CulturePrincipal or Employee, No Middle GroundSignature MoveInstinct Over Data as Decision DoctrineCornerstone MoveOne Dumb Step Then Course-Correct at SpeedOperating PrincipleCreative Conflict as Decision EngineDecision FrameworkSerendipity as Career Navigation SystemCornerstone MoveControl Hardwired or Walk AwaySignature MoveHire Sparky Blank Slates Over Credentialed VeteransCompetitive AdvantageContrarian Counterprogramming as Market EntryStrategic PatternScreens as Interactive Commerce SurfacesCornerstone MoveSeize Mismanaged Clay and Sculpt ItCapital StrategyCash the Lucky Check ImmediatelySignature MoveMaterial First, Never the PackageIdentity & CultureFearlessness Borrowed from Greater TerrorOperating PrincipleDrill to Molecular Understanding Before ActingSignature MoveSpin Out What You Build, Never Hoard ScaleSignature MoveTorture the Process Until Truth Rings

Primary Evidence

"Our global MBA program draws qualified candidates from such top business schools as Harvard, Stanford, Chicago-Booth, MIT Sloan, Columbia, Wharton and Kellogg in the U.S., as well as London Business School and IESE in Europe and CEIBS in Hong Kong. In 2014, we selected 21 MBAs for the program from a pool of 642 applicants."

Source:The 3g Way

"For reasons that are still a bit mysterious today, Columbia signed Dylan before he had any significant following, and that contract drew attention to him. Before long, however, it was the inherent authority of his music and lyrics which gave Dylan his success. In this he was like the thinkers. He was like Frankl, Leonardo, Einstein and Keynes – their personal vehicles were their dramatic insights, expressed in unforgettable images and words."

Source:Unreasonable Success and How to Achieve It

"When the film finally opened, we got the most outstanding reviews, but not great box office results. We were nominated for twelve Academy Awards, but David Puttnam, the head of Columbia, had his own competing film, *Chariots of Fire,* and he went all out publicly denigrating *Reds* as an out-of-control spendthrift production that took jobs away from Hollywood. That clever and craven campaign did us in."

Source:Who Knew

"At the time, there was no such thing as “media.” Movie studios dominated entertainment, and the five majors (Paramount/Warners/Columbia/Fox/Universal) had worldwide importance. If you ran one of these film companies, you were a prominent figure wherever you went. In those early years, though, I wasn’t swanning anywhere; I was just trying to figure out this weird and dysfunctional studio I was now in charge of. Because I’d offed Yablans in such a public and brutal way, everyone was now afraid of me. And I was petrified that they would find out just how unqualified I actually was. Only if I slowed everything down could I begin to understand all the parts and then try to rearrange them into something coherent. I tend to make things worse in the beginning as I fumble around trying to get to base truths. Instinct, which I prize almost above all else, doesn’t work very well for me in abstruse matters. I have to get to the core DNA on any matter, its logical essence, before I can add anything of value. For me this takes a lot of time, often to the irritation of faster thinkers. But when it does crystallize, I can’t be deterred."

Source:Who Knew

Appears In Volumes