Entity Dossier
entity

Warner

Strategic Concepts & Mechanics

Signature MoveAuthority From Relationships Not Position
Cornerstone MoveDream One Hour Then Execute All Day
Capital StrategyInfinite Vistas Over Exit Planning
Signature MoveTotal Autonomy Pacts With Talent
Cornerstone MoveHidden Oil Wells Over Steady Returns
Risk DoctrineTie as Victory in Governance
Signature MoveResearch the Person Before the Deal
Identity & CultureGive More Than You Take
Signature MovePlay Shareholders' Meetings to Tie
Relationship LeveragePersonal Chord as Deal Opener
Strategic PatternDistribution as Destiny Control
Cornerstone MoveEquity Stakes for Distribution Leverage
Competitive AdvantageCableLabs Royalty-Free Standards Play
Cornerstone MoveStock Architecture to Lock Control
Competitive AdvantageBlackout as Franchise Leverage
Capital StrategyTax-Sheltered Growing Annuity
Capital StrategyInsurance Company Capital Over Banks
Signature MoveNever Bet the Whole Farm
Strategic PatternWarrants as Industry Coordination Currency
Decision FrameworkEmpathy as Negotiation Architecture
Signature MoveThrow the Keys on the Table
Signature MoveOwn a Small Piece of a Winner You Can't Run
Operating PrincipleDecentralized Cowboys with Centralized Benchmarks
Risk DoctrineWhat If Not as Decision Filter
Strategic PatternScale Economics as Survival Doctrine
Signature MoveAsk One Sharp Question to Crack Open Intel
Signature MoveCash Flow Not Earnings as Currency
Cornerstone MoveBuy the System, Pay With Its Own Cash Flow
Identity & CultureIntrovert's Edge Through Listening

Primary Evidence

"Before Warner, virtually everything Ross had done had been a preface; transient; utilitarian. Alliances he had formed had been little but handholds to enable him to climb higher. Now, for the first time, he had appropriated a business that he would not just as happily discard. He would continue to climb—he could not not—but he would never leave its province. He did not need to. It offered him everything he might want: seemingly infinite vistas of business possibility; astronomical compensation; entree to a glamorous, star-studded world. And it was, moreover, a business where his instincts with people—cultivating them, catering to them, winning their favor—would be extraordinarily, even uniquely, useful."

Source:Master of the Game

"As word got out I was looking, I got a call from Steve Ross at Warner. He was an impeccably dressed and roguishly charming media visionary charging against the Big Three television networks (ABC, CBS, and NBC) that dominated broadcasting with unprecedented news and entertainment choices. Ross had parleyed his early start in the funeral parlor business into what would one day become one of the largest entertainment companies in the world, Time Warner."

Source:Born to Be Wired

"I could see what was coming: once Warner got everyone hooked on free content with MTV, it was going to increase the price down the road. So I needed to throw a monkey wrench into their IPO plans for MTV. So I wrote a letter to Warner that stipulated that, absent a mutually acceptable agreement, we were dropping MTV from all of our systems. I knew this would interrupt the MTV prospectus (the offering document for the IPO), because it would be considered a material change if the largest distributor planned to discontinue carriage. Drew, whom I liked, was on the plane and sitting in my office the next day, and Warner and TCI struck a long-term deal that protected us against the increase in rates. Quality content would become much more valuable. Already cable was outgrowing its amateur-hour status compared with the broadcast networks. CNN was now in 26 million homes, with a George Peabody Award in journalism. HBO would win its first Emmy in 1988 with a documentary."

Source:Born to Be Wired

Appears In Volumes