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02 – How to Create A Winning Strategy

How to Create A Winning Strategy

Episode #02 | How to Create A Winning Strategy

Can you clearly articulate your company’s strategy in two minutes or less? When was the last time you sat down with your team to review your company’s strategy?

A strategy is not supposed to be a 100-page long, overcomplicated document that you only review at the end of each year. In this podcast, we’ll show you a strategy cascade that’s simple, easy to execute and review, and readily accessible for everyone to implement within the company.
Join us as we look at Playing to Win, a book written by Richard Martin and A.G. Lafley, and discover the 6 questions we need to ask ourselves as a team to create a winning strategy.

Episode Highlights:

Action Steps:

Which of these 6 arenas (dream, playing field, what you stand by, core competencies, OTTM, or operations) do you find the most challenging to work with?


Warsha 0:01 

Welcome to the Dare to Scale show with me Warsha

Evan 0:05 

and me, Evan.

Warsha 0:06 

So, what is Dare to Scale? Over the years that we’ve been coaching founders and business owners, much like yourselves, we work through a framework called Dare to Scale

Evan 0:18 

Dare to scale. Indeed, that framework has helped loads of business owners. And that is what this show is all about. So put on your big picture, thinking hat.

Warsha 0:28 

Oh, and your headphones, and come join us and enjoy the ride. 

Warsha 0:38

Hello, everyone. And welcome to the Dare to Scale show with me Warsha.

Evan 0:43
And Evan. Hi

Warsha 0:44
Hey, today, we’re going to talk about strategy.

Evan 0:49

Warsha 0:50
Yes. And particularly about simplifying strategy.

Evan 0:53 

Why would you want to simplify?

Warsha 0:55 

Oh, because strategy doesn’t have to be 100 page document that is drawn up by a consultant, which is too complicated for words, strategy needs to be simple.

Evan 1:06 

Agree. Absolutely agree. Good

Warsha 1:08 

So, the model that we’re going to talk about today is the strategy cascade. This is from a book called Playing to Win by Roger Martin and AG Lafley.

Evan 1:20 

Before we do that, can I just take a step back. So, in my corporate life, I spent a lot of time in hospitality in private equity. And then later on in theme parks. But in the hospitality game, it’s actually quite interesting. Every year you do a business plan. Really, that’s just simply a budget. There’s a marketing plan that goes with it, and maybe some small aspects of strategy. But the point there is every year, it really is just about the numbers,

Warsha 1:50

Evan 1:51
That six months into the plan. And all you really focus on is are you meeting your numbers or not?

Warsha 1:55 

Oh, interesting. Okay

Evan 1:57 

So, the market does move, obviously, depending on what otherwise happens, you know, your focus can change. But the strategy or strategic part of the document goes in the drawer. Right?

Warsha 2:10

Evan 2:11
Now, when I got to the private equity space, let’s assume that it’s an investment into a hotel. When you bought the property, right, there was a series of justifications for why you want to spend the equity and raise the debt and all that sort of thing to actually invest in that piece of real estate. So that investment document actually is a strategy for that asset. Again, every year you do your business plan, you get the numbers, all the bits and pieces. And at the end of the year, very rarely do people over to do some firms actually go back and look at the individual strategic document or that investment document and compare back to where you are now compared to where you thought you would be.

Warsha 2:52

Evan 2:53
Right. So, it’s kind of interesting. And what I have come across, particularly now with coaching, is a lot of businesses are in the same sort of boat, they feel strategy is a very big, mammoth task. Why would I want to do this anymore than I really have to? So, let me ask this. When you did your business plan or your budget for the coming year, whenever that was, did you actually look at your strategy and updated? And the correct answer was yes. And if you did that, how frequently before the annual business plan? timeframe? Did you actually look at your strategy during the year? And for most? It’s not very much, if at all.


Warsha 3:37 

No. And do that actually want to say, is there a routine for the year when you sit down like Vern Harnish, the author of the best selling book scaling up says, sit down with your strategic counsel regularly, at least once a quarter? Talk about what’s going to happen over the next 12 to 18 months down the line?


Evan 4:01 

Yes, exactly.


Warsha 4:03 

So, this is to ensure that you stay on top of the trends within your industry. And so, you track where do you as a business sit within your industry? And how can you stay ahead of the game?


Evan 4:15 

And that’s the point. So, the regular strategic thinking time is what we are essentially putting on the table.

Warsha 4:22

Evan 4:23
And to do that strategy really does need to be a bit more simple


Warsha 4:27 

Absolutely simple enough also to be cascaded. Because in a lot of cases, founders get swept away in the day to day firefighting it because the strategy is unclear.


Evan 4:37 

And the team doesn’t know the strategy either.

Warsha 4:40
And the team doesn’t know.

Evan 4:41
He also made about cascading.

Warsha 4:42

Evan 4:43
It’s like it’s cascading within the building blocks of your business plan, but it’s also cascading within

Warsha 4:47 

Within the team because your team needs to know where you’re headed. Everybody needs to know what role they play in the journey that you’re setting up for.

Evan 4:55 

Exactly. So Exactly.

Warsha 4:57 

Is your strategy simple. How alive Is your strategic document?

Evan 5:01 
Exactly. So, enter the strategic or the strategy cascade.

Warsha 5:06 
The strategy cascade. So, where does the strategy cascade start from Evan?

Evan 5:11 
Well, that’s your dream. Really? What is your summit? What is your mountain? What is it that you’re going for? What is your winning aspiration?

Warsha 5:19 
So, when you say, what is your dream or your big summit? What are you saying over there? Evan? This is your goal, isn’t it? What is your big goal that you’re setting a target.


Evan  5:29 

Yes like in huge in holistic term is like your reason to be like, what is it that you’re actually shooting for?

Warsha 5:35

Evan 5:36
If you’re going to climb that mountain, you must have some reason to get to the top


Warsha 5:38 

Yeah. Like Jim Collins says, Be hag, which is your big, hairy, audacious goals.

Evan 5:43

Warsha 5:44
So what is that big goal? So, what are some of the targets that you’re setting for that goal? Is there a role model?

Evan 5:52
Has somebody done this before.

Warsha 5:53
Has somebody done this before? What sort of internal transformation that needs to happen within your company for that? So, what is your winning aspiration?

Evan 6:03

Warsha 6:04
It starts with that. And again, I keep saying it starts with that, because a cascade starts with that at the same time, I want to make one thing very, very clear. For those who have studied this strategy cascade, and newer students of that is, it’s important to understand that all these pieces, all these building blocks, all these arenas that we are going to be talking about within the strategy cascade. Everything is linked to the next box, both ways. There is no standalone piece, everything works in conjunction with the other.

Evan 6:35 
Absolutely. It’s all symbiotic.

Warsha 6:36 
It’s all symbiotic, it is not sequential. And what happens after that. So, once you know what your winning aspiration is, what happens after that?

Evan 6:46 
We’re very simply, where do we play? Where is our playing field? Right? So, there are several arenas out there. So where is it that we show up?


Warsha 6:55 

So, to begin with, to very, very simply, what is the geographical location that you are operating in? And if you already are established in a geographical location, and you are putting this strategy cascade together for a brand-new market that you’re looking to enter? It the same thing applies?

Evan 7:13

Warsha 7:13
What is your new playing field?

Evan 7:16 
And within there, there’s like who’s your demographic, your targeting all that kind of stuff?

Warsha 7:20

Evan 7:21
Right? So, there’s, we started getting into a little bit of compelling proposition and your business model.

Warsha 7:26

Evan 7:27
That thing is, where are we actually playing?

Warsha 7:29 
Yeah. So basically, who is your core customer?

Evan 7:32 
Absolutely. And that the next box with that is, what do you stand by? Now, what’s also interesting is, as we start cascading down, where you start doesn’t change very much.

Warsha 7:42

Evan 7:43
Generally speaking, you have. It’s referred to by many things, but your summit, your truenorth, all those kind of things.

Warsha 7:49

Evan 7:51
That’s what I’m shooting for.

Warsha 7:51

Evan 7:52
That doesn’t change. If that changes every other time.

Warsha 7:55
Then that is not big enough.

Evan 7:56
No, it’s not big enough. And that’s not your true north.

Warsha 7:58 
That is not your truenorth. And it’s not big enough.

Evan 8:00 
So, where do we play generally is not going to change all that much.


Warsha 8:04 

Yeah. So, where we play as we were talking about, it’s a where we play includes your customer segment? How are you getting the product to your customers? So, your logistics or your distribution channels?

Evan 8:16

Warsha 8:17
Where are you producing this? So, if your business is about a actual physical product that you manufacture, where are you going to be manufacturing? What are the products and services that you’re looking to offer? Within that specific geographical area?

Evan 8:31

Warsha 8:32
Because you may not want to offer everything that you do in every single market. So, if we are talking about a specific market, does that mean, Evan, that there can be a winning aspiration specifically for that new market that you’re entering?


Evan 8:47 

It can be for division? Yes.

Warsha 8:49 

Evan 8:50

Warsha 8:51
Because, and it’s one of the things that I’m reminded about. GE, Jack Welch used to say, Oh, God, in those days, the GS motto, if you will, was the number one or two in a new market or you’re out?

Evan 9:06 
That’s it. Exactly. And what are you measuring? To know?

Warsha 9:09 
What are you measuring to know that? And so, what is the goal in entering so know what you want out of something before you go into it?

Evan 9:17 

Warsha 9:18

Evan 9:19
It’s like the real estate game. You know, you’re making money when you buy not when you sell

Warsha 9:22 
Not, when you sell So what comes after that?

Evan 9:26 

It’s what you stand by. So, you’ve got your customers and your segments and your products. What do you stand by? What do you stand for? You know, what are you guaranteeing to your customers? so that is how will we win?



Warsha 9:39 

How will we win? So, what do you need to do over there to win?

Evan 9:44 
Exactly, and that’s a lot about your, your business proposition itself?

Warsha 9:49

Evan 9:50
So, whether you’re in the low cost or somewhat differentiated market, or even a simple focus market.

Warsha 9:55 
Yeah. And also to look at it the other way, whether it is a low cost volume based product that you’re offering that you need to offer in a particular market? Or is it a premium level of service? Or a product that you’re going in with?

Evan 10:08

Warsha 10:09
And how are you differentiating between the other players in your industry? And yourself? So, what are some of the differentiating things that you’re going to be doing?

Evan 10:19

Warsha 10:20
As part of how you will win in that market.

Evan 10:22

Warsha 10:23
And so what is your core focus going to be?

Evan 10:26 
Provides we also have in the construction game? So, when I was in the theme park industry, we were actually constructing building.

Warsha 10:34

Evan 10:34
The actual theme parks themselves. So, it was quite interesting. When you’re building, you can have time, quality or money.

Warsha 10:44 
Oh, yeah.

Evan 10:45 
Right so, it’s like a triangle. The thing is, you can only pick two.

Warsha 10:49

Evan 10:49
So, if you’re going to do a cheaply, either quality or the time to deliver whatever it is, needs to change.

Warsha 10:55

Evan 10:56
You know, so it definitely is that that very interesting mix.

Warsha 10:59

Evan 11:00
And how will we win is very crucial to understand exactly what that is.

Warsha 11:03 
Yeah and again, I will keep blinking it back to the arena before that, or the block before that is, when you are talking about where will we play? It is most important also at the same time to have a current discussion about how will we win over there?

Evan 11:22

Warsha 11:23
So it’s not, as you said, it’s not sequential. It’s symbiotic. So, when you are talking about where will we play? These two arenas go together?


Evan 11:33 

Exactly so, this is it works perfectly in Europe.

Warsha 11:37

Evan 11:38
May not work quite the same in the Middle East.

Warsha 11:40
That is true.

Evan 11:41
Probably definitely wouldn’t work quite the same in India or either.

Warsha 11:44

Evan 11:45
You know, it depends on the market you’re in.

Warsha 11:46

Evan 11:47
Something has changed. So how will we win?

Warsha 11:48
How will we win?

Evan 11:50
And in order to do that, you also need some core competencies.

Warsha 11:54
Oh, yeah

Warsha 11:56 
So what core capabilities?

Evan 11:57

Warhsa 11:58
Must we have the next building block or the next arena.


Evan 12:02 

So, if you come from an English-speaking market, and you go into, I said India before, let’s say India, at some point, you will need language?

Warsha 12:11 
Oh, yes.

Evan 12:12 
And an understanding of the culture as well.

Warsha 12:13 
Oh, yes.

Evan 12:14
Definitely the language. Right. So that becomes one of your core needs and competencies.

Warsha 12:19 
Yeah. And that’s an interesting market, you’re brought up, we went from Europe to India, my God, the two worlds apart

Evan 12:26
Of course they are

Warsha 12:26
In terms of the size of the market, in terms of how the buying power of people, language, culture, when people buy everything is so so different over there. So, this is great. So as a strategy cascade, it’s wonderful to work through to different markets like that. I love it.

Evan 12:44 
Indeed, because it just gets you thinking about something different.

Warsha 12:48 

Evan 12:48
That’s all.

Warsha 12:49
Yeah. And one of the things that we talked about during the gazelles training as well is when you talk about what capabilities must we have? What are those core competencies are that you must build within, or you must build internally to support the differentiators, which are hard to copy, particularly in a market like India, where you have masses of competition? Because it’s, it’s a very entrepreneurial society anyway. So, something that is hard to copy something that is truly you. How do you differentiate? So what capabilities are you going in with?

Evan 13:27

Warsha 13:28
And that, again, links back to how will we win?

Evan 13:30 
Precisely. So those first four boxes, which is your dream, your playing field, the what what do you stand by? Like, how will we win? And your core competencies may not change all that much. But that needs to be reviewed? quarterly?

Warsha 11:46

Evan 11:47
At least. Has anything changed here that we need to be aware of? Is there anything in the trends that we should be aware of? If we look for 12 18 months? Is there something that we need to take into consideration now? And how quickly can we address that?

Warsha 14:01
Yep, very true

Evan 14:03
So, with those sorts of in place, then it starts to become a little bit more operational, and it will ties into the overall strategy.

Warsha 14:13 
And while the next two boxes are very operational, as you said, it definitely needs to still form part of the strategy.

Evan 14:20 
Of course, because if anything changes upfront, how you deliver what you start measuring might change.


Warsha 14:27 

Might change. So, what is the next arena?


Evan 14:29 

What’s your economic model? So, what is it?

Warsha 14:31 
What is your our economic model?

Evan 14:34 
What we like to work with is Ottm.

Warsha 14:36

Evan 14:37
That’s the one thing that matters. It’s a key KPI. It’s a metric that you should be on top of pretty much on a daily basis.

Warsha 14:45

Evan 14:46
In the hotel game, it’s a revenue per available room or total revenue per available room.

Warsha 14:50

Evan 14:51
Because when you’re looking at your business plan or where you’ll be actual budget, right, you have a set of numbers and you want to know how you’re tracking against that.

Warsha 15:00

Evan 15:01
And if there’s anything you need to be paying attention to, I mean, look, it could be profit per product, it could be revenue per headcount, it whatever your thing is, I mean, for goodness sakes, it could even be footfall per store.

Warsha 15:13

Evan 15:14
Whatever it is that if you know, there’s been a big change in that number in that metric, you know, to be watching out for it.

Warsha 15:21

Evan 15:22
So, definitely keep an eye on those KPIs. And the rest of everything else should fall into place. But what is the one thing you keeping your eye on?

Warsha 15:30 
And that’s a good thing, keep your eye on it? Again, I will keep quoting Vern quite a bit, because I have learned a lot during my time as a Gazelles coach, or a four decisions coach during my time as a Gazelles coach. So that’s something else that he used to say is, remember to keep the main thing, the main thing,

Evan 15:50
Of course

Warsha 15:51
Because a lot of founders again, I go back to that firefighting is because a lot of founders get carried away with too many details. And we somehow tend to sidetrack or put on the backburner what the main thing is, because something else takes precedence, something else calls for our attention, something else screams for our attention. So, we naturally tend to put the strategic one thing, that main thing aside, and somehow along the line, forget that. So, do we keep the main thing, the main thing.

Evan 16:26 
So, also consider that the one thing might be in front of you. And yet, it may not be happening. So as an owner, you start putting the one thing to one side, and start interfering, so to speak in the operation right. Now, it’s interesting, it might be a symptom of something, and the cause might be something completely different. It might be that you have the wrong people.

Warsha 16:48

Evan 16:49
In a job somewhere

Warsha 16:49

Evan 16:50
Within the hierarchy, or one person covering two jobs when you really that that’s

Warsha 16:54 
Oh we will definitely talk about the first shot. Yeah, very much so.

Evan 16:58 
But in terms of then, so the one thing is not being met. And then as the only go, You know what? I need the one thing. All right, and then you start jumping in and start firefighting.

Warsha 17:06

Evan 17:07
As opposed to a getting the right people in the right seats, and letting them do their job.

Warsha 17:11 
Yeah. So, coming back to what is our economic model? And what are we tracking? So, what is that profit per piece?

Evan 17:20
Warsha 17:21
And what is that piece in your business?

 Evan 17:24 
And if you don’t know, get one?

Warsha 17:26 
Yeah. If you don’t know, then start again.

Evan 17:29 
And there’s a possibility you’re looking at the wrong one. Yeah. So, once you know what your business model actually is, then it’s a matter of execution or your operation. And they are now setting your priorities and really digging out your metrics. But the thing is, what management systems do you need?


Warsha 17:48 

What reporting systems?

Evan 17:49

Warsha 17:50
What excitement systems do you need?

Evan 17:51 
So, you must be able to get the information?

Warsha 17:54

Evan 17:55
And to make a decision, you need information to make a good decision. Normally, it’s about timely information.

Warsha 18:02

Evan 18:03
He can’t be looking over your shoulder when the month end reports come in, because that’s not quite right. And again, that’s a topic for another discussion.

Warsha 18:12 
Yeah. So, over here in the management says, what management systems do you need in your ob? So now we are into the operations piece? what we were talking about earlier, in the economic model actually becomes even more relevant over here. What is that metric that you are tracking in your business? How are you tracking the metrics? How are you setting priorities? And how are you meeting? And how are you ensuring communication happens smoothly within your company? How does communication cascade? So, what we are talking about here is smooth operations, operations, which run like a well-oiled machine, and what management systems do you have in place? So, Evan, according to you? Are management systems? Can you define that a little bit please?

Evan 19:04 
Management systems is more than just your accounting system?

Warsha 19:07

Evan 19:08
But you definitely need an accounting system. Look, your ultimate truth is based on your financials. And what you want is all of your data to essentially reside in the same place. The thing is, you have, for example, point of sale systems.

Warsha 19:22

Evan 19:23
Those needs to talk seamlessly

Warsha 19:24

Evan 19:25
To your financial system. But equally to do the right analysis on your point of sale. You need the right, non-financial metrics as well. What was your footfall?

Warsha 19:36

Evan 19:37
How many people came into the store? How many guests did you serve in a restaurant for example?

Warsha 19:42 
Speaking of customers, how are you tracking your customers? Do you have a CRM

Evan 19:47 
That’s a secondary piece as well, right, because there you’ve got your customer satisfaction and and all the other bits and pieces that go with that. And that’s a non-financial metric.

Warsha 19:57

Evan 19:58
Right so, how many customers on your loyalty program, how many people walked in? and that sort of thing?


Warsha 20:03 

Who are your repeat customers?

Evan 20:04 
Exactly. And you want to know, a bunch of stuff that is not just financial?

Warsha 20:09

Evan 20:10
Because a metric, essentially, by definition, is it is a financial metric divided by or at least per a non-financial metric. I mean, like an operating profit is just financial, financial, but everything else, like your profit per product.

Warsha 20:25

Evan 20:26
How many products did you sell?

Warsha 20:27

Evan 20:28
How many are you making?

Warsha 20:29

Evan 20:29
If you don’t make enough, that means your profit per goes down?

Warsha 20:32

Evan 20:33
If you make too many, right, you might have oversupply, but your profit actually goes up if you’re selling them all

Warsha 20:37

Evan 20:38
Or you don’t want to think so. It’s really interesting.

Warsha 20:39 
Yeah. And also, speaking of if you sell more than what you accounted for more than what you set a goal for, how are your operations, maintaining that balancing act? Are you producing fast enough to sell?

Evan 20:52

Warsha 20:53
Again, going back to capabilities? Do you have the capabilities built in for that?

Evan 20:59 
Absolutely. And it’s very interesting. So that, like Warsha was saying, each of these these elements, moves forward, and then relies on the previous step as well, they work in unison. It’s definitely not sequential. And that’s why sometimes you go back to boxes just to make sure you’ve got the right capability. So, the thing is, how you know, some of these things are maybe not working well, is through your KPIs, your one thing that matters. And based on that, you can then backtrack up the strategy cascade to the next available piece that you can then modify, or at least find a lever in there that you can actually work with.

Warsha 21:35 
Yeah. So, when we’re finished talking about the execution or the operator, now that we’ve just talked about the operations, or the what management systems do we need for smooth operations. And we talked about that one metric that we’re tracking, I want to go all the way back to block number one, arena one, which talks about what is our winning aspiration? And over there, we said, what is that target? What is that winning aspiration? That also could be and tell me what you think, Ivan? Can that also be that number? How many units of whatever are we selling? How many?


Evan 22:20 
I think it could be

I would also add to that, the normally you want an end goal, not a means. And a number of products. To me sounds short term. And it will be difficult to work, you know, when you’ve arrived, I guess. But then what’s the purpose? Just to sell? I don’t think so you wouldn’t have gone to all this trouble. If it was just to say.


Warsha 22:43 

No, it’s not just to sell to me it is, when you successfully set and save, one of the dream aspirations is to sell half a million pieces of x, whatever that x is, or 2 million pieces of that product.

Evan 22:59 
Because over the lifetime of the company.

Warsha 23:01 
Not so much of the lifetime of the company, it could be anything, it could be this water bottle that we’re selling 2 million of those water bottles is not over the lifetime of the company. This could be the next five year go.

Evan 23:13 
Okay, so there’s levels to your strategy,

Warsha 23:15 
There are levels to the strategy. Of course, there are levels to the strategy. So, the winning aspiration is not for the life of the company. The winning aspiration to me is for every growth stage, so winning aspiration to me is your next three to five years big goal.

Evan 23:31 
Okay, well, that makes a bit more sense, fine.

Warsha 23:34 
So, when you say you want to sell 2 million pieces of this water bottle, everything that needs to happen to sell those 2 million pieces of water bottles is part of your strategy proposal, what manpower do you need? How do you need your operations to work? How does your marketing need to work? What capabilities Do you need to build in to achieve that number, when we get closer to the number is when we begin thinking about? So, what is the next step? What is that next big mountain? Because we know now we are hitting that winning aspiration. In that time?


Evan 24:09 

Let me ask you something,

Warsha 24:10

Evan 24:11
Other than I suppose a fixed number, like you said, 2 million water bottles. How do you know when you’ve arrived? Is your dream? Is your target articulated enough? So that you can measure when you have arrived?

Warsha 24:25

Evan 24:26
And by the way, that’s a trick question. Because when you have actually arrived, ordinarily, you would have reset and found a bigger amount.

Warsha 24:35 
Nice, very nice. That is true and then

Evan 24:39 
In life, you never actually arrived.

Warsha 24:42 
It’s a journey.

Evan 24:43
It’s a journey.

Warsha 24:44
Very nice.

Warsha 24:45
So that, dear listeners, so that was a discussion on the strategy cascade, again, as we normally do, here’s a question for you listeners. So, here’s a takeaway. Or a here’s a tasking.



Evan 25:02 

Before we end So, now you’re looking for the next mountain. How quickly can you articulate that to your team?

Warsha 25:10 
Oh, nice.

Evan 25:11 
The thing is, we’ve gone through six boxes here

Warsha 25:15

Evan 25:16
Or six steps with the strategy cascade. How simple is that to communicate? Do you have a way to put it in front of your team very quickly?

Warsha 25:25 
So, what you’re saying is almost like an elevator pitch.

Evan 25:29
Almost like that

Warsha 25:30
Can you almost strategy simply

Evan 25:31

Evan 25:32 
And that’s what makes it a live document.

Warsha 25:35
Very nice

Evan 25:36
And that was the point of opening up this discussion in the first place.

Warsha 25:39

Evan 25:40
I know, in scaling up, for example, they talk about a one-page strategic plan.


Warsha 25:44 

Yes, at some point in one of the episodes, we would love to talk about that.

Evan 25:48
Of course

Warsha 25:49

Evan 25:48 
Because it’s so powerful

Warsha 25:50
It is.

Evan 25:51
And you have a focus for a quarter, you have a focus for the year, the focus of all this stuff. So, everybody, and you pick this up everywhere.


Warsha 25:57 

It’s like a snapshot

Evan 25:58
It’s a snapshot

Warsha 25:59
Of your company.

Evan 26:00 
And your team can readily address so that they can access it can see it

Warsha 26:05

Evan 26:06
Because it can’t be a secret.


Warsha 26:07 

No, no, in fact, it needs to be displayed

Evan 26:12

Warsha 26:13
Where everybody can actually see be part of because only then they will feel a little bit more engaged into this, isn’t it?

Evan 26:19 
So, once you have your strategy available,

Warsha 26:23

Evan 26:24
In a timely manner, it then becomes possible to review on a quarterly basis,

Warsha 26:28
Very nice

Evan 26:29
So, by the time you get to do your budget for the next year, you actually have already done part of the heavy lifting, you know where you’re headed. It then is a matter of, if there are new projects, finding it, we might need to know how to finance them, all those sorts of things, but at least you’ve got an idea based on the strategy that you have in front of you.

Warsha 26:47 
Fantastic. That’s the one. Okay, so there you have it, the strategy cascade, based on the book, based on playing to win by Roger Martin, and AK Lafley. As we normally do, at the end of each of our episodes, here is an actionable item for you tell us which of these arenas did you find the most challenging to work with in your business?

Evan 27:15 
Was it your dream? Was it your playing field? How you will win? So, what do you stand by your core competencies? Your one thing that matters, one measurement that matters? Where your operations? So, what management systems do you need?


Warsha 27:33 

Brilliant. So, come join the conversations on our Facebook page. And join us at daretoscale.fm. And remember to subscribe on whatever platform that you’re listening to us on


Evan 27:47 

Indeed, oh, and also, please give us a five-star review. So other entrepreneurs like you can find this podcast, get value and get help scaling forward.

Warsha 27:59 

Very nice. Join us again at our next episode.

Evan 28:04 
Indeed. See you soon. Bye

Warsha 28:07


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Terms and Conditions

These terms and conditions outline the rules and regulations for the use of Dare To Scale Website.

PO Box 74687, Dubai, UAE

By accessing this website, we assume you accept these terms and conditions in full. Do not continue to use Dare to Scale website if you do not accept all of the terms and conditions stated on this page.
The following terminology applies to these Terms and Conditions, Privacy Statement and any or all Agreements: “Client”, “You” and “Your” refers to you, the person accessing this Site and accepting the Company’s terms and conditions. “The Company”, “Ourselves”, “We”, “Our” and “Us”, refers to our Company, Dare to Scale. “Party”, “Parties”, or “Us”, refers to both yourself and ourselves, or either yourself or ourselves. All terms refer to the offer, acceptance and consideration of payment necessary to undertake the process of our assistance to you in the most appropriate manner, whether by formal meetings of a fixed duration, or any other means, for the express purpose of meeting your needs in respect of provision of the Company’s stated services/products, in accordance with and subject to, prevailing law and exclusive jurisdiction of the English Courts of the Dubai International Financial Centre (“the DIFC Courts”), Dubai, United Arab Emirates. Any use of the above terminology or other words in the singular, plural, capitalisation and/or he/she or they, are taken as interchangeable and therefore as referring to same.


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Unless otherwise stated, the Company and/or its licensors own the intellectual property rights for all material on the Site. All intellectual property rights are reserved. You may view and/or print pages from the Site for your own personal use subject to restrictions set in these terms and conditions.

You must not:

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-Redistribute content from the Site (unless content is specifically made for redistribution).

User Comments

1. This Agreement shall begin on the date hereof.

2. Certain parts of this website may offer the opportunity for Users to post and exchange opinions, information, material and data (‘Comments’) in areas of the website. Dare to Scale does not screen, edit, publish or review Comments prior to their appearance on the website and Comments do not reflect the views or opinions of Dare to Scale, its agents or affiliates. Comments reflect the view and opinion of the person who posts such view or opinion. To the extent permitted by applicable laws Dare to Scale shall not be responsible or liable for the Comments or for any loss cost, liability, damages or expenses caused and or suffered as a result of any use of and/or posting of and/or appearance of the Comments on this website.

3. Dare to Scale reserves the right to monitor all Comments and to remove any Comments which it considers in its absolute discretion to be inappropriate, offensive or otherwise in breach of these Terms and Conditions.

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a. You are entitled to post the Comments on our website and have all necessary licenses
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b. The Comments do not infringe any intellectual property right, including without limitation copyright, patent or trademark, or other proprietary right of any third party;

c. The Comments do not contain any defamatory, libelous, offensive, indecent or otherwise unlawful material or material which is an invasion of privacy

d. The Comments will not be used to solicit or promote business or custom or present commercial activities or unlawful activity.

e. You hereby grant to the Company a non-exclusive royalty-free license to use, reproduce, edit and authorize others to use, reproduce and edit any of your Comments in any and all forms, formats or media.

Hyperlinking to our Content

1. The following organizations may link to our Site without prior written approval:
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– Search engines;
– News organizations;
– Online directory distributors when they list us in their directory may link to our Site in the same manner as they hyperlink to the Web sites of other listed businesses; and
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2. These organizations may link the home page, of our Site to publications or to other Web site information so long as the link: (a) is not in any way misleading; (b) does not falsely imply sponsorship, endorsement or approval of the linking party and its products or services; and (c) fits within the context of the linking party’s site.

3. We may consider and approve in our sole discretion other link requests from the following types of organizations:

– commonly-known consumer and/or business information sources
– dot.com community sites;
– associations or other groups representing charities, including charity giving sites,
– online directory distributors;
– internet portals;
– accounting, law and consulting firms whose primary clients are businesses; and
– educational institutions and trade associations.

We will approve link requests from these organizations if we determine that:

(a) the link would not reflect unfavourably on us or our accredited businesses (for example, trade associations or other organizations representing inherently suspect types of business, such as work-at-home opportunities, shall not be allowed to link);

(b)the organization does not have an unsatisfactory record with us;

(c) the benefit to us from the visibility associated with the hyperlink outweighs the absence of Dare to Scale; and

(d) where the link is in the context of general resource information or is otherwise consistent with editorial content in a newsletter or similar product furthering the mission of the organization.

These organizations may link to our home page, to publications or to other Web site information so long as the link:

(a) is not in any way misleading;
(b) does not falsely imply sponsorship, endorsement or approval of the linking party and it’s products or services; and
(c) fits within the context of the linking party’s site.

If you are among the organizations listed in paragraph 2 above and are interested in linking to our website, you must notify us by sending an email to marketing@daretoscale.com. Please include your name, your organization name, contact information (such as a phone number and/or e- mail address) as well as the URL of your site, a list of any URLs from which you intend to link to our Web site, and a list of the URL(s) on our site to which you would like to link. Allow two to three weeks for a response.
Approved organizations may hyperlink to our Web site as follows:

– By use of our corporate name; or
– By use of the uniform resource locator (Web address) being linked to; or
– By use of any other description of our Web site or material being linked to that makes sense within the context and format of content on the linking party’s site.

No use of the Company’s logo or other artwork will be allowed for linking absent a trademark
license agreement.


Without prior approval and express written permission, you may not create frames around our Web pages or use other techniques that alter in any way the visual presentation or appearance of our Web site.

Content Liability

We shall have no responsibility or liability for any content appearing on your Web site. You agree to indemnify and defend us against all claims arising out of or based upon your Website. No link(s) may appear on any page on your Web site or within any context containing content or materials that may be interpreted as libelous, obscene or criminal, or which infringes, otherwise violates, or advocates the infringement or other violation of, any third party rights.

Reservation of Rights

We reserve the right at any time and in its sole discretion to request that you remove all links or any particular link to our Web site. You agree to immediately remove all links to our Web site upon such request. We also reserve the right to amend these terms and conditions and its linking policy at any time. By continuing to link to our Web site, you agree to be bound to and abide by these linking terms and conditions.

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If you find any link on our Web site or any linked web site objectionable for any reason, you may contact us about this. We will consider requests to remove links but will have no obligation to do so or to respond directly to you.

Whilst we endeavour to ensure that the information on this website is correct, we do not warrant its completeness or accuracy; nor do we commit to ensuring that the website remains available or that the material on the website is kept up to date.


To the maximum extent permitted by applicable law, we exclude all representations, warranties and conditions relating to our website and the use of this website (including, without limitation, any warranties implied by law in respect of satisfactory quality, fitness for purpose and/or the use of reasonable care and skill). Nothing in this disclaimer will:

1. limit or exclude our or your liability for death or personal injury resulting from negligence;
2. limit or exclude our or your liability for fraud or fraudulent misrepresentation;
3. limit any of our or your liabilities in any way that is not permitted under applicable law; or
4. exclude any of our or your liabilities that may not be excluded under applicable law.

The limitations and exclusions of liability set out in this Section and elsewhere in this disclaimer: (a) are subject to the preceding paragraph; and (b) govern all liabilities arising under the disclaimer or in relation to the subject matter of this disclaimer, including liabilities arising in contract, in tort (including negligence) and for breach of statutory duty.

To the extent that the website and the information and services on the website are provided free of charge, we will not be liable for any loss or damage of any nature.


This Privacy Policy governs the manner in which The Dare to Scale website (“Site”) collects, uses, maintains and discloses information collected from users (each, a “User”) of the Site.

Personal identification information

We may collect personal identification information from Users in a variety of ways, including, but not limited to, when Users visit our Site, register on the Site, fill out a form, respond to a survey, and in connection with other activities, services, features or resources we make available on our Site. Users may be asked for, as appropriate, name, email address, phone number. Users may, however, visit our Site anonymously. We will collect personal identification information from Users only if they voluntarily submit such information to us. Users can always refuse to supply personally identification information, except that it may prevent them from engaging in certain Site related activities.

Non-personal identification information

We may collect non-personal identification information about Users whenever they interact with our Site. Non-personal identification information may include the browser name, the type of computer and technical information about Users means of connection to our Site, such as the operating system and the Internet service providers utilized and other similar information.

Web browser cookies

Our Site may use “cookies” to enhance User experience. User’s web browser places cookies on their hard drive for record-keeping purposes and sometimes to track information about them. User may choose to set their web browser to refuse cookies, or to alert you when cookies are being sent. If they do so, note that some parts of the Site may not function properly.

How we use collected information

Dare to Scale may collect and use Users personal information for the following purposes:

To run and operate our Site
> We may need your information display content on the Site correctly.

To improve customer service
> Information you provide helps us respond to your requests and support needs more efficiently.

To improve our Site
> We may use feedback you provide to improve our centre.

> To send periodic emails
We may use the email address to respond to their inquiries, questions, and/or other requests.

How we protect your information

We adopt appropriate data collection, storage and processing practices and security measures to protect against unauthorized access, alteration, disclosure or destruction of your personal information, username, password, transaction information and data stored on our Site.

Sharing your personal information

We do not sell, trade, or rent Users personal identification information to others. We may share generic aggregated demographic information not linked to any personal identification information regarding visitors and Users with our business partners, trusted affiliates and advertisers for the purposes outlined above.

Changes to this privacy policy

Dare to Scale has the discretion to update this privacy policy at any time. When we do, we will post a notification on the main page of our Site. We encourage Users to frequently check this page for any changes to stay informed about how we are helping to protect the personal information we collect. You acknowledge and agree that it is your responsibility to review this privacy policy periodically and become aware of modifications.

Your acceptance of these terms

By using this Site, you signify your acceptance of this policy. If you do not agree to this policy, please do not use our Site. Your continued use of the Site following the posting of changes to this policy will be deemed your acceptance of those changes.

Contacting us

If you have any questions about this Privacy Policy, the practices of this Site, or your dealings with this Site, please contact us.

This document was last updated on 13 September 2020.


Effective: May 25, 2018
Dare To Scale uses cookies on https://daretoscale.com and affiliated websites (collectively the “Site”).

Our Cookies Policy explains what cookies are, how we use cookies, how third-parties we partner with may use cookies on the Site, and your choices regarding cookies. Please read this Cookies Policy in conjunction with our Privacy Policy, which sets out additional details on how we use personal data and your various rights.

What are cookies

A cookie is a small file which asks permission to be placed on your computer’s hard drive. Once you agree, the file is added and the cookie helps analyse web traffic or lets you know when you visit a particular site. It also allows the Site or a third-party to recognize you and make your next visit easier and the Site more useful to you. Cookies allow web applications to respond to you as an individual. The web application can tailor its operations to your needs, likes and dislikes by gathering and remembering information about your preferences.

Essentially, cookies are a user’s identification card for the Dare To Scale servers. Web beacons are small graphic files linked to our servers that allow us to track your use of our Site and related functionalities. Cookies and web beacons allow Dare To Scale to serve you better and more efficiently, and to personalize your experience on our Site.

If you do not agree with our use of cookies, then you should either not use this site, or you should delete our cookies once you have visited the site, or you should browse the site using your browser’s anonymous usage setting (called “Incognito” in Chrome, “InPrivate” for Internet Explorer, “Private Browsing” in Firefox and Safari etc.)

We use traffic log cookies to identify which pages are being used. This helps us analyse data about web page traffic and improve our website in order to tailor it to customer needs. We only use this information for statistical analysis purposes and then the data is removed from the system.

Overall, cookies help us provide you with a better website by enabling us to monitor which pages you find useful and which you do not. A cookie in no way gives us access to your computer or any information about you, other than the data you choose to share with us.

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How Dare To Scale uses cookies

When you use and access the Site, we may place a number of cookies files in your web browser.

Dare To Scale uses or may use cookies and/or web beacons to help us determine and identify repeat visitors, the type of content and sites to which a user of our Site links, the length of time each user spends at any particular area of our Site, and the specific functionalities that users choose to use. To the extent that cookies data constitutes personal data, we process such data on the basis of your consent.

Cookies can be “persistent” or “session” cookies.

We use both session and persistent cookies on the Site and we use different types of cookies to run the Site:

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In addition to our own cookies, we may also use various third-party cookies to report usage statistics of the Site and refine marketing efforts.

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If you’d like to delete cookies or instruct your web browser to delete or refuse cookies, please visit the help pages of your web browser.

Please note, however, that if you delete cookies or refuse to accept them, you might not be able to use some or all of the features we offer. You may not be able to log in, store your preferences, and some of our pages might not display properly.

Most web browsers allow some control of most cookies through the browser settings. To find out more about cookies, including how to see what cookies have been set, visit www.aboutcookies.org or www.allaboutcookies.org.
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We are planning to enhance our cookie tool to allow users to more easily change their cookie settings after their initial choice.