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Bob Dylan

Strategic Concepts & Mechanics

Signature MoveOblique Messaging for Direct Truths
Cornerstone MoveFlip the Frame Before Solving the Problem
Signature MoveClever and Lazy Beats Clever and Busy
Competitive AdvantageBrands as Non-Shitness Guarantees
Operating PrincipleSerendipity as Engineerable Asset
Signature MoveKill Anxiety Before Building Preference
Signature MoveSatisficing Over Maximising as Default Lens
Strategic PatternSocial Embarrassment as Purchase Governor
Cornerstone MoveFind the Missing Third That Logic Won't Tell You
Signature MoveTransaction Cost as Hidden Competitor
Competitive AdvantageOverheard Signal Beats Direct Message
Decision FrameworkPath Dependency Precedes Brand Choice
Cornerstone MoveSteal From Adjacent Fields, Not Your Own
Risk DoctrineNaked Greed Destroys Brand Value
Strategic PatternSmall Can Charges More Than Big Can
Identity & CultureIdeals Outlive Strategies
Operating PrincipleSelf-Manufactured Belief Compounds Over Time
Implementation TacticOlympian Expectations Escalate or Die
Competitive AdvantageThe Proprietary Segment of One
Implementation TacticThe Reality Distortion Field as Leadership Tool
Strategic ManeuverRide the Pool Vehicle, Then Build Your Own
Mental ModelPositioning Beats Performance Every Time
Strategic ManeuverNarrow the Niche Until You're the Only One
Mental ModelAnti-Fragile Spirit: Setbacks as Discovery Mechanism
Mental ModelOne Breakthrough Achievement, Not a Portfolio
Strategic ManeuverThe Personal Vehicle as Force Multiplier
Mental ModelBe Profitably Different, Not Just Different
Strategic ManeuverGet Transformed on Someone Else's Dime
Strategic PatternBain's Exclusivity-Intimacy Flywheel
Decision FrameworkGap in the Market Plus Market in the Gap
Relationship LeverageMentors by Adoption, Not Permission
Strategic ManeuverDesire Deeply, Wait, Pounce
Identity & CultureSerious Intent as Daily Obsession
Operating PrinciplePersonality Reinvention Through Displacement
Mental ModelIntuition as Articulated Hidden Knowledge
Capital StrategyExpected Value Betting at Long Odds

Primary Evidence

"People love easy more than they love cheap. As Bob Dylan says in Brownsville Girl: “People don’t do what they say they believe, they do what’s convenient and then they repent.”"

Source:Rory Sutherland

"So, select a mentor much as Bob Dylan did, by conscious choice and without necessarily asking their permission. The most important thing a mentor can do is to galvanise and infuse us with their spirit, so that our self-belief is enhanced and focused on what similar or greater ends we can attain. A mentor can do all this without knowing us at all."

Source:Unreasonable Success and How to Achieve It

"A. J. P. Taylor, Brad Stone, Andrew Roberts, Roy Jenkins, Winston Churchill (the author), David Cannadine, Robert Tombs, Walter Isaacson, Neal Gabler, Tom Cannon, Bob Dylan (the author), Ian Bell, Thomas Kuhn, Viktor Frankl, Robert Skidelsky, Victor Sebestyen, Nelson Mandela (the author), Peter Hain, Lindy Woodhead, A. N. Wilson, Andrew Welburn, John Campbell, Nancy Andreasen, Timothy Wilson and Max Gunther."

Source:Unreasonable Success and How to Achieve It

"Here are examples of pool vehicles the players used. For Bill Bain, it was the theories of business strategy that had been originated by the Boston Consulting Group. BCG put its ideas such as the Boston Box out into the public domain to build reputation and sell business. When Bill Bain started Bain & Company, he was able to use all BCG’s concepts. They were high-octane stuff, fuelling a whole new industry. Jeff Bezos also used the BCG ideas to develop his philosophy for Amazon, especially dominant market share, and lowest costs and prices. Bezos also benefitted from two other pool vehicles – internet retailing and ‘Californian Venture Capital Syndrome’, which values growth above short-term profits, supporting Amazon’s losses for long years, allowing a focus on customer experience and low prices. Otto von Bismarck rode the rise of nationalism in the nineteenth century. This was his pool vehicle to turn Germany from a fragmented cluster of dozens of independent states into a unified superpower dominating central Europe. The popularity he gained by his unification of Germany pleased the liberal politicians and William, the Prussian King, and kept Bismarck in power for a generation. Winston Churchill’s pool vehicle was the rise of German National Socialism, Hitler’s murderous anti-Semitism, and his own opposition to them. An environmental factor does not have to be appeased or promoted; it can also be a pool vehicle when it is opposed first or most vigorously. Marie Curie’s pool vehicle was the new field of x-rays and radiation. The two pool vehicles which Walt Disney exploited so well were the rise of animated cartoons and, later, the rise of amusement parks. Disneyland was in many ways the opposite of traditional amusement parks, which Walt disdained as ‘nasty, dirty places run by hard-faced men’. Without their existence he would probably not have had the idea for a pristine and uplifting park idealising the best of American small-town values. Leonardo da Vinci would not have been Leonardo if he had not been born where and when he was. Renaissance Florence was his pool vehicle. Bob Dylan’s pool vehicle was the early 1960s folk movement in New York City, with its liberal-protest values, and self-importance, epitomised by his relationship with Joan Baez. He rode them until he became famous, then dumped them sharpish. Albert Einstein benefited from the…"

Source:Unreasonable Success and How to Achieve It

Appears In Volumes