Entity Dossier
Organization

Cincinnati

Strategic Concepts & Mechanics

Signature MoveFewest Best People, Paid Like OwnersRisk DoctrineEthics as Non-Negotiable Survival FloorCapital StrategyEarnings Rain Down as AlignmentSignature MoveOne Strike on Integrity, Zero on DishonestyCornerstone MoveAcquire Then Infuse the Capcities Operating SystemSignature MoveBudget as Sacred Shareholder PromiseIdentity & CultureStation on the Tip of an ArrowSignature MoveTrench-Level Mentoring Not Seminar DelegationCornerstone MoveCorrupt Them With Autonomy So They Never LeaveOperating PrincipleNo Corporate Staff, No ExcusesDecision FrameworkMediocre Hires Breed Mediocre HiresRelationship LeveragePay Consultants to Open DoorsSignature MoveGood Cop While Gibbs Plays Bad CopCompetitive AdvantageMonopoly Infrastructure as ChokepointCapital StrategyHidden Cost of Frivolous SpendingCornerstone MoveSell Before the Floor, Buy the Next ThingSignature MoveNever Consider Failure as a Possible OutcomeRisk DoctrineBrierley's Bluff-Bid Brinkmanship LessonCornerstone MovePhone Call to the Top, Then Show Up AnywaySignature MoveStagger Contracts to Break Supplier CartelsCornerstone MoveExclusive Rights as Subscriber MagnetSignature MoveResign from Everything When Time Becomes the PrioritySignature MoveCut-Throat Competition Even at the Dinner TableDecision FrameworkRide Winners, Cut Losers at Ten PercentIdentity & CulturePhone Stops Ringing Test of FriendshipStrategic PatternState Broadcaster Arrogance as OpeningOperating PrincipleLucky Timing as Honest AccountingCapital StrategySubscriber Economics Over AdvertisingRisk DoctrineAnimal Intuition to Exit

Primary Evidence

"He said he had figured out how I was able to pull off the hiring of Don Polec so deftly and he put it this way: “Taft, my parent company in Cincinnati, tells me, the manager, what I am going to do. The difference,” he said, “is you tell New York what you are going to do.” And that is pure Capcities."

Source:Limping on Water

"There was no natural connection to the US for New Zealanders until Sky bridged the gap, Tataurangi thinks. His mother was a keen follower of sports and subscribed to Sky. ‘Sky opened my eyes to the PGA Tour,’ he says. He would watch professional golfers play in places like Cincinnati, then he would go and look up Cincinnati to find where it was and to learn more about the course. He says Sky lit the fire for him to go to America, which he did in 1994 when, aged 22, he was the youngest golfer on the tour. The most useful preparation he had, apart from practice, was having watched Sky. Consequently, when Heatley asked him if he would like to play the 2003 AT&T with him, Tataurangi had no hesitation in accepting. ‘Up to that point I was just aware of who Craig was and what he did and that he was a keen golfer, a friend of the game, knowledgeable and he always had a great yarn to tell, which as a young, impressionable person you always remember,’ Tataurangi says. A golf championship—with hours spent together each day through all the hopes and disappointments of a competition—is a fast way to learn someone’s character."

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

Appears In Volumes