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Coast Guard

Strategic Concepts & Mechanics

Identity & CultureTrash Into Treasure Identity
Signature MoveCash-Hawk Over Profit Reports
Relationship LeverageRight-Hand Man as War Partner
Cornerstone MoveBuy Neglected Subsidiaries, Rehabilitate Into Treasure
Signature MoveExpand the Service Chain From Every Job
Signature MoveCultural Fit Before Balance Sheet in Acquisitions
Identity & CultureTurkey Tradition Loyalty Culture
Signature MoveEmergency Response as Brand Engine
Capital StrategyVenture Capital at the Inflection Point
Cornerstone MoveCorner the Equipment Before the Crisis Arrives
Strategic PatternRegulatory Tailwind as Founding Luck
Risk DoctrineRisk-Taker’s Necessary Callousness
Relationship LeverageRelational Business as Expansion Engine
Cornerstone MoveBuy the Debt, Control the Board
Signature MoveOperational Squeeze for Max Resale
Signature MoveHands-On Cash Control
Signature MoveOpportunistic Asset Swapping
Operating PrincipleDeal Before Respect
Risk DoctrineSecrecy as Power Shield
Identity & CultureAct Like You Belong Already
Identity & CultureOutwork and Outwait
Capital StrategyCash Up Before the Crash
Signature MoveMajority Means Mandate
Cornerstone MoveTempt Key People, Extract Companies
Cornerstone MoveCross-Table Value Pump

Primary Evidence

"We had a specific strategy in mind to accomplish this. We set out to buy up everything in the area, making us the only company in New England with the equipment needed for an immediate clean-up. The following morning, we showed up all set to go with our truckloads of equipment and hoses. The Coast Guard, who did the hiring, had no choice but to give us the job because nobody else could replicate what we had already onsite and we could access it immediately.  Buying all those hoses had been a huge risk, but a risk worth taking."

Source:Doing the Doing

"When Røkke finally came up, the mood was somber. What were they to do? The rules are clear: The Coast Guard must be notified immediately if there is reason to believe that a boat has gone down. But that did not happen. For Kjell Inge Røkke, who had the operational responsibility on board, did not raise the alarm either. And even though the command lines formally had the captain at the top, the officers perceived Røkke as the real boss, and they registered with concern that Røkke did not want to do anything. On the contrary, he sat with his feet on the table and told stories about Norwegian fishermen who had gone down at sea."

Source:Kjell Inge Røkke (translated)

Appears In Volumes