Business Pivot Quotes

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Want to make waves in the business world? Then you gotta be bold, take risks, and always be ready to pivot.

Ask most entrepreneurs who have decided to pivot and they will tell you that they wish they had made the decision sooner.

Your cousin Albert told me that, in business, they call this a pivot. But life is filled with them, too. The most successful people are also the most able to change their mindsets.

Yeast is to flour as action is to ambition. Rising to success requires adding and alternating starters.

A smart entrepreneur pivots when circumstances pivot. When everything around you changes, you gotta change to adapt. Either you pivot and profit from the change, or you procrastinate and are forced to change eventually. And when you're forced to change, there's usually a loss not a profit.

At Mayflower-Plymouth, we love helping businesses adapt to change. We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure are the businesses that are most positioned to thrive through the changes.

We all live and work in a dynamic and ever-changing economy. The businesses that are able to adapt, pivot and restructure as needed are the businesses that are most positioned to thrive through the changes.

Most startups eventually pivot to adjust to what the market is telling them.

You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives.

There is great wisdom in a business having a system in place for adapting its underlying assumptions and pivoting so that it can continue to survive and thrive in the new reality by reclaiming relevance and providing value to newly defined markets.

Companies that pivot—that is, switch business models or products—while on the upswing tend to perform much better than those that stay on a single course. The 2011 Startup Genome Report of new technology companies states that, “Startups that pivot once or twice raise 2.5x more money, have 3.6x better user growth, and are 52% less likely to scale prematurely.

pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

Your cousin Albert told me that, in business, they call this a pivot. But life is filled with them, too. The most successful people are also the most able to change their mindsets

in business, they call this a pivot. But life is filled with them, too. The most successful people are also the most able to change their mindsets. You may not ever have a romantic relationship with Sadie, but you two will be friends for the rest of your lives, and that is something of equal or greater value, if you choose to see it that way.

Your cousin Albert told me that, in business, they call this a pivot. But life is filled with them too. The most successful people are also the most able to change their mindsets. You may not ever have a romantic relationship with x, but you two will be friends for the rest of your lives, and that is something of equal or greater value if you choose to see it that way.

Your cousin Albert told me that, in business, they call this a pivot. But life is filled with them, too. The most successful people are also the most able to change their mindsets. You may not ever have a romantic relationship with Sadie, but you two will be friends for the rest of your lives, and that is something of equal or greater value, if you choose to see it that way.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

we live in a world where logic is massively overrated, emotions are seen as a weakness and decisions based on intuition have little or no place. We have forgotten where we came from. Over time, we have neglected the limbic brain that got us to the pivotal moment in our evolution, and instead placed the cortex on a pedestal. We have demoted depth, passion and instinct and come to rely on the surface-level capabilities—such as exams, rote-learning or transactional relationships—that are more connected with material gain than true joy. We live a life dominated by stress and are too busy to really take notice of who we are, where we are going and what we want from life. We are now at a moment where technology will disrupt our minds and bodies more than we can begin to imagine.

If talking pictures could be said to have a father, it was Lee De Forest, a brilliant but erratic inventor of electrical devices of all types. (He had 216 patents.) In 1907, while searching for ways to boost telephone signals, De Forest invented something called the thermionic triode detector. De Forest’s patent described it as “a System for Amplifying Feeble Electric Currents” and it would play a pivotal role in the development of broadcast radio and much else involving the delivery of sound, but the real developments would come from others. De Forest, unfortunately, was forever distracted by business problems. Several companies he founded went bankrupt, twice he was swindled by his backers, and constantly he was in court fighting over money or patents. For these reasons, he didn’t follow through on his invention.

If talking pictures could be said to have a father, it was Lee De Forest, a brilliant but erratic inventor of electrical devices of all types. (He had 216 patents.) In 1907, while searching for ways to boost telephone signals, De Forest invented something called the thermionic triode detector. De Forest’s patent described it as “a System for Amplifying Feeble Electric Currents” and it would play a pivotal role in the development of broadcast radio and much else involving the delivery of sound, but the real developments would come from others. De Forest, unfortunately, was forever distracted by business problems. Several companies he founded went bankrupt, twice he was swindled by his backers, and constantly he was in court fighting over money or patents. For these reasons, he didn’t follow through on his invention. Meanwhile, other hopeful inventors demonstrated various sound-and-image systems—Cinematophone, Cameraphone, Synchroscope—but in every case the only really original thing about them was their name. All produced sounds that were faint or muddy, or required impossibly perfect timing on the part of the projectionist. Getting a projector and sound system to run in perfect tandem was basically impossible. Moving pictures were filmed with hand-cranked cameras, which introduced a slight variability in speed that no sound system could adjust to. Projectionists also commonly repaired damaged film by cutting out a few frames and resplicing what remained, which clearly would throw out any recording. Even perfect film sometimes skipped or momentarily stuttered in the projector. All these things confounded synchronization. De Forest came up with the idea of imprinting the sound directly onto the film. That meant that no matter what happened with the film, sound and image would always be perfectly aligned. Failing to find backers in America, he moved to Berlin in the early 1920s and there developed a system that he called Phonofilm. De Forest made his first Phonofilm movie in 1921 and by 1923 he was back in America giving public demonstrations. He filmed Calvin Coolidge making a speech, Eddie Cantor singing, George Bernard Shaw pontificating, and DeWolf Hopper reciting “Casey at the Bat.” By any measure, these were the first talking pictures. However, no Hollywood studio would invest in them. The sound quality still wasn’t ideal, and the recording system couldn’t quite cope with multiple voices and movement of a type necessary for any meaningful dramatic presentation. One invention De Forest couldn’t make use of was his own triode detector tube, because the patents now resided with Western Electric, a subsidiary of AT&T. Western Electric had been using the triode to develop public address systems for conveying speeches to large crowds or announcements to fans at baseball stadiums and the like. But in the 1920s it occurred to some forgotten engineer at the company that the triode detector could be used to project sound in theaters as well. The upshot was that in 1925 Warner Bros. bought the system from Western Electric and dubbed it Vitaphone. By the time of The Jazz Singer, it had already featured in theatrical presentations several times. Indeed, the Roxy on its opening night in March 1927 played a Vitaphone feature of songs from Carmen sung by Giovanni Martinelli. “His voice burst from the screen with splendid synchronization with the movements of his lips,” marveled the critic Mordaunt Hall in the Times. “It rang through the great theatre as if he had himself been on the stage.

This is the pattern: poor quantitative results force us to declare failure and create the motivation, context, and space for more qualitative research. These investigations produce new ideas—new hypotheses—to be tested, leading to a possible pivot. Each pivot unlocks new opportunities for further experimentation, and the cycle repeats. Each time we repeat this simple rhythm: establish the baseline, tune the engine, and make a decision to pivot or persevere.

Pivotal Labs.

The true measure of runway is how many pivots a startup has left: the number of opportunities it has to make a fundamental change to its business strategy.

Arik had already gone two weeks longer than usual for this haircut because of an overseas business trip. Time to get back to his highest priority. “How long until Dominic is back?” “A week, maybe two. I told him to take his time. Granddad doesn’t often take time off, and he’s getting up there in years.” A few weeks? He’d look like a wildebeest if he waited that long. “That’s no good. I need a cut. Are there any male barbers available?” “Afraid to let a girl touch your precious hair?” She smirked. “I can peek at the schedule and see if we can squeeze you in this afternoon.” “I don’t have time to come back. I need it done now.” Usually when he used the word now, people jumped to do his bidding. She, on the other hand, shook her head. “Not happening, unless you’ve changed your mind and are willing to let me cut it.” “You’re a hairdresser.” “Exactly.” “I want a barber.” “Same thing.” Said the girl without a Y chromosome. “I think I’ll wait.” Arik turned away from her, only to freeze as she muttered, “Pussy.” If she only knew how right she was. But, of course, she didn’t mean the feline version. Pride made him pivot back. “You know what. On second thought, you may cut my hair.” “How gracious of you, Your Majesty.” She sketched him a mock bow. Not funny, even if accurate. He glared in reply. “I see someone’s too uptight for a sense of humor.” “I greatly enjoy comedy, when I hear it.” “Sorry if my brand of sarcasm is too simple for you to understand, big guy. Now, if you’re done, sit down so we can get this over with and send you and your precious hair back to your office.

Prepare, Persuade, Segment, Prescribe, Profit, Pivot

The word pivot sometimes is used incorrectly as a synonym for change. A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

Wal-Mart's business in the United States is stagnating, growing only because the company continues to relentlessly open new stores. But if Wal-Mart takes environmental responsibility seriously, if its stores become models for energy conservation and for doing minimal environmental harm (they are known for the opposite right now), that will be pioneering, and it might also be attractive to some Americans who have avoided Wal-Mart. If those stores are filled with products made by factory workers who are treated in a civilized fashion, products that do not damage the environment in the course of being made, products made in sustainable ways with minimal packaging, that will represent a pivot point, not just for Wal-Mart, or for retailing, but for capitalism. Nothing could do more to jump-start Wal-Mart's business than for Wal-Mart to find its soul. And of course, Wal-Mart's scale means that if it starts to take the design of its buildings and the impact of its products seriously, all its competitors will have no choice but to do the same. The virtuous Wal-Mart effect would ripple widely. It would ripple around the world.

learn whether to pivot or persevere.

make a sharp turn called a pivot or whether we should persevere along our current path.

Platform Pivot A platform pivot refers to a change from an application to a platform or vice versa. Most commonly, startups that aspire to create a new platform begin life by selling a single application, the so-called killer app, for their platform. Only later does the platform emerge as a vehicle for third parties to leverage as a way to create their own related products.

Startup productivity is not about cranking out more widgets or features. It is about aligning our efforts with a business and product that are working to create value and drive growth. In other words, successful pivots put us on a path toward growing a sustainable business.

A couple of things are very clear,” he adds. “Number one, there’s a real push to electrification. Number two, autonomous driving is going to happen, although the timing we can debate. What’s unclear, though, are all the other ancillary businesses that will be developed around this new world. Those are still in the ‘what if’ and experimental stage. “I’d like Ford to be around for another hundred years. But we’re not the kind of business that can pivot on a dime. The more certainty we have, the better off life is. Unfortunately, right now, we seem to be in a world that doesn’t have a lot of certainty.

Companies that cannot bring themselves to pivot to a new direction on the basis of feedback from the marketplace can get stuck in the land of the living dead, neither growing enough nor dying, consuming resources and commitment from employees and other stakeholders but not moving ahead.

[...]Elihu tried and failed to control a visible shudder. “I haven’t been watching TV, as I told you—but since I’m rooming in the UN Hostel, I’ve been getting first-hand opinions from people of a hundred different nationalities, and take my word, Yatakang is the most cordially hated country on the face of the globe right now, not excluding China.” “And here’s the crunch,” Norman said, leaning forward to emphasise his words. “There hasn’t been a new crisis since Mr. and Mrs. Everywhere took over. They emerged full-blown into the existing contemporary world, with its generation-long antipathies and hatreds. Even so, I’ve seen what they’ve done to public opinion. Tens—scores—of millions of people are becoming identified with that imaginary couple. The next presidential campaign will pivot on what they think, not on the validity of the rival policies. But the Yatakang question is going to hit first, and what’s worse it’ll hit people in the balls. Below the waist you don’t think, you react. Let Mr. and Mrs. Everywhere only say that this isn’t fair, and you’ll have a party in favour of war against Yatakang within a week.” There was a short silence. A kind of anguish was written on Norman’s face. Studying it, Elihu said finally, “It’s remarkable how much you’ve altered in the few days since I met you.” “What? How do you mean?” “Laying away your ancestor to his long-time rest has improved you out of recognition. A couple of weeks ago I can imagine you chortling over the discomfiture of the paleasses in face of this breakthrough by yellowbellies. Now what seems to worry you most is the fact that people won’t get the chance to judge the idea dispassionately for themselves, but may get stampeded into stupid emotional reactions.” “My whole life has been one long emotional reaction,” Norman said, not looking at the older man. “Shall we leave the subject and get back to the business in hand?

I did not choose the pen, the pen first choose me. I did not have to look for God, He first found me. Now I'm about that Life, Faith, Love and Family, I let the Business be last because money can never make you happy.

As a Marketer (specifically a Digital Marketer) your job is not to prove the operational or fulfillment side of your company wrong by providing so much activity it proves fundamental flaws in the systems, but rather to ensure the activity you are creating is educated, nurtured and that the internal operational systems are in place to support the operational side of your organization so that it can quickly pivot and learn from the data your activity creates. A marketer has to be able to market externally, but also systematically utilize that data to change strategies when and if needed internally. How and what to do with the activity's data is a responsibility that falls with production\fulfillment AND marketing\sales. "I brought you 1,000 inbound leads it's not my fault we couldn't fulfill them" is no longer acceptable.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

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The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

The good news was that the smoke, whatever its source, was not getting closer to us. The bad news was that it was moving towards Oban. We wasted no time rowing across the loch. The group we’d already sent over remained visible and clearly busy, though doing what was anybody’s guess from our vantage point in the birlinn. It was getting on past noon, and I hated the idea of leaving the birlinn behind. Crafting it had been a singularly powerful experience, one that I wasn’t sure was repeatable. The birlinn we’d made was unique. In the end, though, it was a boat. It wasn’t alive like the three hundred people we were trying to keep breathing. Not to mention the thousands in Oban who could die. I’d planned to take one of the oars to give a rower a break, but I must have looked haggard. When I’d gone to offer, the bloke with the oar had taken one look at me and said, “Naw, mate.” Sitting on a thwart next to Eilidh, I fervently wished for something to distract me from the radiating warmth on my left. Rowing would at least give me something to do that wasn’t thinking about that heat or second guessing all the decisions we’d made in the past few days. We could have taken the strongest of us and returned to Oban, leaving the other three hundred to take the slower route around the loch. Sure, that was a possibility. But if we’d done that, we’d have left them vulnerable, including the children. That wasn’t acceptable to me or to anyone else. Oban had the advantage of numbers and at least some preparation at this point; the people with us did not. There were any number of things we could be questioning, but if we sat here picking apart the instincts we’d followed, all we’d do was pick up an ulcer. We were still alive. That was all that mattered. I tuned back in to the birlinn to hear a couple of the rowers talking, both of them darting glances at me and Eilidh in the process. “. . . wrecked all of Sackington’s guns and stole his grenades,” one of them said, not really trying to be quiet. Eilidh zeroed in on him like a bloodhound catching a whiff of the quarry. “Yes. We did.” “Erm, he wasn’t saying it was a bad thing!” one of the rowers blurted out. “Yes, I was! We could have used those instead of hitting things with sticks, for fuck’s sake,” the other one said. “No offense.” “Mate, they don’t even work anymore,” I said, and when I could almost see his thoughts pivot to but there’s magic now, I sighed. “We happened to be present when someone figured out how to use their magic to fire a rifle at one of Bawbag’s simulacra. Not only did the bullet literally bounce right back, but it killed his daughter when it ricocheted, and his next shot was dead on. Can you guess what happened then?” “He died,” said the guy who had tried to reassure me they weren’t questioning that decision. He had sandy brown hair that was a mess of waves half stuck to his head with sweat from the exertion, and his muscles were bulging out of his shirt—guess he was getting those Strength increases. “Did he die?” the other bloke asked. “Aye, he might as well have just shot himself in the heart. Even swords bounced right off that damn thing—piercing it with the point seems to be the only thing even marginally successful, and that might be imbuing it with Purifire more than the actual poke.” “I know how to shoot a gun,” Eilidh said bluntly. “And amateurs with firearms tend to hurt much more than they help, let alone in a state of active combat. This isn’t the fucking Wild West.” She sounded Done with a capital D, and I didn’t blame her. To his credit, the bloke seemed to mull that over for a bit before nodding as if ceding the point. Whatever the Ascended Alliance knew about friendly fire of an arcane nature, that did not extend to human-made explosives. If

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere.

Everything that has been discussed so far is a prelude to a seemingly simple question: are we making sufficient progress to believe that our original strategic hypothesis is correct, or do we need to make a major change? That change is called a pivot: a structured course correction designed to test a new fundamental hypothesis about the product, strategy, and engine of growth.

My goal in advocating a scientific approach to the creation of startups is to channel human creativity into its most productive form, and there is no bigger destroyer of creative potential than the misguided decision to persevere. Companies that cannot bring themselves to pivot to a new direction on the basis of feedback from the marketplace can get stuck in the land of the living dead, neither growing enough nor dying, consuming resources and commitment from employees and other stakeholders but not moving ahead.

David faced the difficult challenge of deciding whether to pivot or persevere. This is one of the hardest decisions entrepreneurs face. The goal of creating learning milestones is not to make the decision easy; it is to make sure that there is relevant data in the room when it comes time to decide.

The more money, time, and creative energy that has been sunk into an idea, the harder it is to pivot.

The true measure of runway is how many pivots a startup has left: the number of opportunities it has to make a fundamental change to its business strategy. Measuring runway through the lens of pivots rather than that of time suggests another way to extend that runway: get to each pivot faster. In other words, the startup has to find ways to achieve the same amount of validated learning at lower cost or in a shorter time. All the techniques in the Lean Startup model that have been discussed so far have this as their overarching goal.

Ask most entrepreneurs who have decided to pivot and they will tell you that they wish they had made the decision sooner. I believe there are three reasons why this happens. First, vanity metrics can allow entrepreneurs to form false conclusions and live in their own private reality. This is particularly damaging to the decision to pivot because it robs teams of the belief that it is necessary to change.

Second, when an entrepreneur has an unclear hypothesis, it’s almost impossible to experience complete failure, and without failure there is usually no impetus to embark on the radical change a pivot requires.

We’ve discussed the telltale signs of the need to pivot: the decreasing effectiveness of product experiments and the general feeling that product development should be more productive. Whenever you see those symptoms, consider a pivot.

The decision to pivot is emotionally charged for any startup and has to be addressed in a structured way. One way to mitigate this challenge is to schedule the meeting in advance. I recommend that every startup have a regular “pivot or persevere” meeting.

Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.

The Lean Startup method builds capital-efficient companies because it allows startups to recognize that it’s time to pivot sooner, creating less waste of time and money. Although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement. All of the techniques in Part Two are designed to minimize the total time through the Build-Measure-Learn feedback loop.

A pivot is not just an exhortation to change. Remember, it is a special kind of structured change designed to test a new fundamental hypothesis about the product, business model, and engine of growth. It is the heart of the Lean Startup method. It is what makes the companies that follow Lean Startup resilient in the face of mistakes: if we take a wrong turn, we have the tools we need to realize it and the agility to find another path.

A platform pivot refers to a change from an application to a platform or vice versa. Most commonly, startups that aspire to create a new platform begin life by selling a single application, the so-called killer app, for their platform. Only later does the platform emerge as a vehicle for third parties to leverage as a way to create their own related products. However, this order is not always set in stone, and some companies have to execute this pivot multiple times.

You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning. Down that road—after many iterations—you may learn that some element of your product or strategy is flawed and decide it is time to make a change, which I call a pivot, to a different method for achieving your vision.

Commodore Vanderbilt’s death was a pivotal moment in the shift of business from family to public ownership—a transition rich in possibilities for Pierpont Morgan.

The shift Even the most focused entrepreneurs who are pursuing a particular vision must constantly shift and adjust to changes in technology, the market, or the world in general. Pivoting in this way doesn’t mean giving up on the vision; in fact, they’re often more successful at pivoting because they’re guided by a vision. The switch Pivots often occur within an existing business: for example, when the company switches from one strategy to a different one. It’s important to get early feedback on changes like this—or at least communicate those changes to as many of your stakeholders as you can before you flip the switch. The swerve Some pivots are reactions to an unexpected development: a new problem or opportunity that suddenly manifests itself. It might be blocking the path forward, requiring a deft sideways maneuver to avoid a crash, or it could be something compelling that has cropped up on the side of the road. You may find it’s worth swerving to investigate and perhaps pursue this new possibility. The reboot A pivot can sometimes—not often, but sometimes—be a complete departure from the original mission of the company. A total reboot like that can work, but it rarely goes off without some bumps. The rebound: Pivoting in a crisis Crises can cause some unwelcome pivots. But they also can offer opportunities to learn, experiment, and make improvements to your current business. So, even while navigating a crisis, look toward the future and ask questions like “Within these constraints, what are the newer creative possibilities? How can we make our business more flexible, and stronger, over the long run?

Professor Amar Bhide showed in his Origin and Evolution of New Business that 93 percent of all companies that ultimately become successful had to abandon their original strategy—because the original plan proved not to be viable. In other words, successful companies don’t succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy—which is usually wrong.

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The adaptability of our brain is remarkable. By simply adjusting our mindset, we can rewire our neural pathways, leading us to a more harmonious life-work balance.” - Marlene Gonzalez, Author of Brain Boost “Your brain is an intricate maestro, orchestrating everything from your heartbeat to your decisions. It's pivotal in determining how you balance emotions with the demands of work and life.” - Marlene Gonzalez, Author of Brain Boost “The brain's incredible ability for neuroplasticity reminds us that we can always learn, adapt, and find equilibrium in our work-life balance.” - Marlene Gonzalez, Author of Brain Boost “While emotional intelligence and personality types offer insights into behavioral prowess, understanding how the brain functions adds depth, guiding us towards more effective leadership and a balanced life.” - Marlene Gonzalez, Author of Brain Boost “Consider your brain as a trainable muscle. By nurturing it, you not only strengthen resilience against stress but also pave the way for a balanced life and work journey.” - Marlene Gonzalez, Author of Brain Boost

while it’s possible for you to pivot later, it is vital you put roots down first, so if you decide to go in a different direction, you are able to move from a place of strength.

Brief Overview of the Growing Trend in Recovery Facilities In recent years, the landscape of wellness and recovery facilities has undergone a significant transformation, with an increasing focus on holistic approaches to health. Amidst this paradigm shift, one modality has emerged as a pivotal player in the pursuit of optimal well-being — the cold plunge. As businesses seek innovative ways to cater to the evolving needs of their clientele, the incorporation of cold plunges has garnered attention as a strategic and progressive move. Introduction to the Concept of Cold Plunges At the intersection of ancient practices and modern wellness, the cold plunge stands as a testament to the enduring pursuit of physical and mental equilibrium. This article delves into the multifaceted realm of cold plunges, unraveling their historical context, scientific underpinnings, and the myriad benefits they offer. As we navigate the nuanced landscape of recovery, it becomes evident that the cold plunge is not merely a trend but a judicious investment in the holistic well-being of individuals. Thesis Statement: Exploring the Benefits and Value of Incorporating Cold Plunges in Commercial Establishments for Enhanced Recovery Experiences In the following discourse, we embark on a comprehensive exploration of the advantages that cold plunges bring to both physical and mental health. Beyond individual well-being, we scrutinize the pragmatic implications for businesses operating in the wellness sector. This article aims not only to educate and inform but to make a compelling case for why investing in cold plunges is a strategic move that transcends fleeting trends, offering enduring value to both customers and commercial establishments alike.

Such a rich price was impossible for Purina’s management to deny. “Koch came along, and they made a huge offer for the stock,” Sumner recalled. “That’s the whole reason it was sold. People wanted to cash out. We were all led to believe that this was going to be a great thing.” Koch made one pivotal decision when it bought Purina: it financed almost the entire deal through debt. This was a stark departure from earlier deals, when Koch had used its own cash reserves to buy new businesses. It was extremely difficult to borrow hundreds of millions of dollars from one place, so Koch Industries went on a road show of sorts, convincing different groups of bankers to lend it money for the Purina deal.

Products change constantly through the process of optimization, what I call tuning the engine. Less frequently, the strategy may have to change (called a pivot). However, the overarching vision rarely changes. Entrepreneurs are committed to seeing the startup through to that destination. Every setback is an opportunity for learning how to get where they want to go

A fixed roadmap communicates false certainty. It says we know these are the right features to build, even though we know from experience their impact will likely fall short. An outcome communicates uncertainty. It says, We know we need this problem solved, but we don’t know the best way to solve it. It gives the product trio the latitude they need to explore and pivot when needed.

It didn’t take long for Koch to grasp a truth that was well known to Farmland executives, which was that nitrogen fertilizer sales were pivotal to the company’s business model in 1995. Koch also detected a weakness in Farmland’s business model. Farmland was a co-op, meaning that it was owned by thousands of members who also sold their products through the firm. It was a uniquely midwestern form of capitalism that blended community control with industrial scale. In this way, Farmland was the opposite of Koch Industries, which was tightly held by Charles and David Koch. Farmland was owned by thousands of farm families and small business owners who shared in Farmland’s annual profits and voted on its actions. But it also hindered Farmland—decisions were influenced by its member-owners, who considered factors beyond the simple return on investment. “It was Socialism,” as Koch Agriculture president Dean Watson put it. And Koch’s traders believed that Socialism was always destined to fail.

Unveiling London E-commerce Triumph: Decoding Data with WooCommerce Analytics In the bustling realm of London e-commerce, navigating the digital landscape requires not just intuition but informed decision-making backed by data. This is where the marriage of WooCommerce and analytics becomes a game-changer. In this exploration, we delve into the nuances of leveraging WooCommerce Analytics for e-commerce success in London. As we embark on this journey, the expertise of a dedicated woocommerce development in london adds a unique perspective, unraveling the potential of data decoding in the heart of the e-commerce landscape. Understanding the London E-commerce Scene This section emphasizes the importance of understanding the unique characteristics of the London e-commerce landscape. It underscores the need for businesses to be attuned to local market trends, consumer preferences, and the digital sophistication of the London audience to effectively leverage WooCommerce Analytics. The Role of WooCommerce Agency in London E-commerce Analytics 1. Proactive Data Strategy: Setting the Foundation This point explains the proactive role of a WooCommerce agency in London in establishing a robust data strategy. It involves setting up analytics tools, defining KPIs, and aligning data collection with the specific goals of London e-commerce businesses. 2. Tailoring Analytics to London Market Trends Here, the focus is on tailoring analytics solutions to capture and interpret data that is directly relevant to the ever-evolving market trends of London. A WooCommerce agency in London customizes analytics approaches to provide actionable insights for businesses in the local market. Key Metrics and KPIs for London E-commerce Success 3. Conversion Rate Optimization (CRO): Turning Clicks into Transactions This point explores the pivotal role of Conversion Rate Optimization (CRO) in London e-commerce. It delves into how a WooCommerce agency in London optimizes the conversion rate by refining the checkout process, analyzing user journeys, and enhancing the overall user experience to maximize sales. 4. Customer Lifetime Value (CLV): Fostering Long-Term Relationships The focus here is on the importance of Customer Lifetime Value (CLV) analytics. It explains how a WooCommerce agency in London helps businesses identify high-value customers, tailor marketing strategies, and foster long-term relationships for sustained success. WooCommerce Analytics Tools and Implementations 5. Google Analytics Integration for Comprehensive Insights This point delves into the integration of Google Analytics with WooCommerce. It explains how a WooCommerce agency in London guides businesses through the integration process, utilizing Google Analytics to gain comprehensive insights into user behavior, traffic sources, and website performance. 6. Custom Reports and Dashboards: Tailoring Insights for London Businesses Here, the emphasis is on the creation of custom reports and dashboards by a WooCommerce agency in London. These tailored insights provide businesses with specific information relevant to their products, target audience, and market trends, enhancing decision-making accuracy. Analyzing User Behavior for Enhanced User Experience 7. Heatmaps and User Flow Analysis: Optimizing the Customer Journey This point explores the use of heatmaps and user flow analysis to optimize the customer journey in London e-commerce. A WooCommerce agency in London employs these tools to uncover patterns, identify bottlenecks, and make strategic adjustments for a seamless user experience. 8. Abandoned Cart Analysis: Recovering Lost Opportunities This section discusses the significance of abandoned cart analysis. It explains how a WooCommerce agency in London utilizes analytics to understand the reasons behind cart abandonment and implements targeted strategies to recover potentially lost sales through personalized retargeting campaigns.

The Future of Lead Generation CallTrack.AI stands at the forefront of a new era in lead generation. By harnessing the capabilities of AI, businesses can not only improve their lead generation processes but also revolutionize the way they interact with prospects. The result is a more efficient, personalized, and successful approach to converting leads into loyal customers. As AI continues to evolve, CallTrack.AI remains a pivotal tool for businesses looking to thrive in the digital marketplace. Read more at CallTrack.Ai

DIGITAL ASSET FRAUD EXPERT KNOWN AS GEARHEAD ENGINEERS Growing up on a farm instilled in me a strong work ethic and a deep appreciation for the simple, yet demanding, rhythms of rural life. However, my aspirations always lay beyond the fields and barns of my upbringing. I yearned for something different, something that blended the new-age economy with the values I held dear. That path led me unexpectedly into the world of cryptocurrencies. I began my journey with an intense period of self-education. As a farmer's son, resources were not handed to me; I had to cultivate them myself. This drive to learn and adapt was pivotal when I chose to skip college, a decision that weighed heavily on my parents but felt right to me. Instead, I meticulously built and maintained a perfect credit score, which eventually allowed me to secure a $50,000 loan from the bank to start my own business. Rather than pursue a traditional route, I invested the entire sum into Bitcoin. This was in the early days of crypto's surge, a time both ripe with opportunity and fraught with risk.Remarkably, within just six months, my investment blossomed into $200,000. It felt like a vindication of my risky strategy and a testament to the potential of cryptocurrencies. Yet, as often happens in the volatile world of digital finance, my initial success caught the attention of less scrupulous parties. I was scammed out of $20,000, a severe blow that not only threatened my financial stability but also my confidence in the venture I had embarked upon. The situation worsened when I realized that the rest of my funds were also at risk.In my search for solutions, I stumbled upon GearHead Engineers experts. Skeptical yet desperate, I reached out to them, hoping that they could help secure what was left of my digital assets. The team at GearHead Engineers was incredibly professional and deeply understanding of the nuances of cryptocurrency security. They guided me through the process of securing my accounts and recovering what could be salvaged from the scam. Thanks to GearHead Engineers, not only was I able to secure my existing wallets, but I also implemented enhanced security measures to protect against future attacks. The experience was sobering but ultimately educational, reinforcing the importance of security in digital transactions and the need for vigilance in an increasingly connected world. This ordeal has taught me more than I could have learned in any classroom. It tested my resolve, challenged my understanding of digital finance, and forced me to confront the realities of engaging in high-risk investments. With my accounts now secure, I am cautiously optimistic about the future. My journey from a farmer’s son to a crypto investor has been unconventional but is a testament to the power of resilience and the importance of adapting to new opportunities while safeguarding one's investments.

Actions for Impact If you’re interested in working on your rethinking skills, here are my top thirty practical takeaways. I. INDIVIDUAL RETHINKING A. Develop the Habit of Thinking Again 1. Think like a scientist. When you start forming an opinion, resist the temptation to preach, prosecute, or politick. Treat your emerging view as a hunch or a hypothesis and test it with data. Like the entrepreneurs who learned to approach their business strategies as experiments, you’ll maintain the agility to pivot.

When faced with unexpected challenges in business, pivot like a pro and turn those curveballs into opportunities!

When life gives you lemons, make lemonade. When business throws you a curveball, turn it into a home run with a strategic pivot!

cycling, and from my first days living in Italy I couldn’t help but feel its influence and importance. It played a pivotal part in where I was, what I was doing and who I was trying to become. Once I was in Italy the Giro was forever on my mind. The thing about Italians is they love to talk. They love to talk about anything, but much in line with their Mediterranean cousins in Greece and Spain they love to debate. In Italian the word is polemica – it is what keeps bars in business, cafés bustling, and it is what makes cycling, along with football and politics, so important. The drama and aesthetic beauty set against the titanic physical struggle of cycling make it the perfect subject matter for this kind of debate. In Italy, while one-day races might provide reasons for a good debate for a day or two at best, the real winner is the Giro. It provides one whole month of conversation and argument, and the newspapers and television stations delight in fuelling the conversation – they exist purely to stoke the fire of debate.

They saw in their hearts a developed South Korea and asked God for a strategy to bring that about. He showed them that if they rallied Westerners to finance one child each through education, then this education would become a foundation for the future greatness of the country. They used this prophetic word to start one of the greatest humanitarian organizations for children in history: Compassion International. (How many readers, I wonder, have supported a child by sending money to a Compassion International child sponsorship project.) The first generation of Compassion International kids that graduated college had a knack for building, and they helped lay Korea’s foundation in government (one was even one of the first Supreme Court justices), education (many became teachers right away), religion (many became Christian pastors and leaders), and industry (many started businesses). It was such a pivotal movement that it is still referred to by many of the South Korean government leaders I have met. South Korea began its greater development into what it is today because God invested a vision of its future to Christians, organizations, and other groups. He gave them the faith to help Korea become what it is today.

Improvisation thrives at the pivotal intersection where planning and strategy meet execution.

It was time for a pivot or persevere meeting.

A famous example is the chain Potbelly Sandwich Shop, which today has over two hundred stores. It began as an antique store in 1977; the owners started to sell sandwiches as a way to bolster traffic to their stores. Pretty soon they had pivoted their way into an entirely different line of business.

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

A pivot is a substantive change in one or more of the nine boxes of the business model canvas.

they pivoted from the original business model of friends asking friends for business recommendations and put the reviews at the heart of the experience.

If your plan is not working, pivot. If it is working, do more of it!

It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.

Grain Declaring the grain is the pivotal step in a dimensional design. The grain establishes exactly what a single fact table row represents. The grain declaration becomes a binding contract on the design. The grain must be declared before choosing dimensions or facts because every candidate dimension or fact must be consistent with the grain. This consistency enforces a uniformity on all dimensional designs that is critical to BI application performance and ease of use. Atomic grain refers to the lowest level at which data is captured by a given business process. We strongly encourage you to start by focusing on atomic-grained data because it withstands the assault of unpredictable user queries; rolled-up summary grains are important for performance tuning, but they pre-suppose the business's common questions. Each proposed fact table grain results in a separate physical table; different grains must not be mixed in the same fact table.

Forrester Research thinks we’re at the beginning of a new twenty-year business cycle it calls “The Age of the Customer.” Forrester sees a broad, systemic shift in capital models pivoting toward serving a newly empowered generation of customers who have the ability to price, critique, and purchase anytime, anywhere. Here’s how Forrester describes the new customer mindset: “The expectation that any desired information or service is available, on any appropriate device, in context, at your moment of need.” Customers have new expectations (and yes, those expectations have certainly been driven by millennials, but at this point, almost everyone shares them). They want the ride, not the car. The milk, not the cow. The new Kanye music, not the new Kanye record.

It is completely possible to shift, pivot, and do whatever it is that you want to do. You don’t need to stay in your lane. You need to create your own lane, and thrive in it.

My daughter Josie was nine years old when she played basketball for the first time. She’d get the ball and hold it and pivot to the right, to the left, back to the right, but seemed paralyzed by indecision. She would think and think and think about what to do—pass or shoot—but never act. At some point, you have to take the shot. Where in your life do you pivot and pivot, but never take the shot? Maybe you need to have a tough conversation, and you’ve thought about it over and over again. You’ve identified how to start the conversation, and you’ve worked through all your talking points. But when you think you’re ready, you pivot. You decide that the situation isn’t so bad after all. You’re too afraid to have that conversation. What if I miss the shot? What if the ball is intercepted? What if the conversation doesn’t go well? After you Pause and Think, you must Act. This is what will help you overcome obstacles and create the turning point. When you don’t Act, you don’t make progress. Research on the highest-performing teams shows it’s better for leaders to make a decision and act quickly rather than wait until all circumstances are perfect.

the story both overemphasized and underemphasized 1980, the definitive pivot point of Reagan’s election. The overemphasis was because I really hadn’t known about all the crucial advance work done by big business and the economic right during the 1970s—the decade of strategizing, funding, propagandizing, mobilizing, lobbying, and institution-building. My initial underemphasis was due to a different kind of ignorance. Because I’d lived through the 1980s and definitely noticed in real time, plain as day, the rapid and widespread uptick in deference to business and the rich and profits and the market,

A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

I think we’re in a pivotal moment in business history, one not seen since the Industrial Revolution. Simply put, the world is moving from products to services. Subscriptions are exploding because billions of digital consumers are increasingly favoring access over ownership, but most companies are still built to sell products.

Finance-smart entrepreneurs pivot when they see the reality of the market and assess their competitive advantage. In the capital-efficient and hybrid growth tracks, entrepreneurs learn the skills to develop their business. They don’t seek controlling capital until their strategy is proven and their potential is evident.

Eric Ries, author of the business bible The Lean Startup, defines a business pivot as “a change in strategy without a change in vision.

The second big thing,” Bossie said, “is your voting record.” “What do you mean, my voting record?” “About how often you vote.” “What are you talking about?” “Well,” Bossie said, “this is a Republican primary.” “I vote every time,” Trump said confidently. “I’ve voted every time since I was 18, 20 years old.” “That’s actually not correct. You know there’s a public record of your vote.” Bossie, the congressional investigator, had a stack of records. “They don’t know how I vote.” “No, no, no, not how you vote. How often you vote.” Bannon realized that Trump did not know the most rudimentary business of politics. “I voted every time,” Trump insisted. “Actually you’ve never voted in a primary except once in your entire life,” Bossie said, citing the record. “That’s a fucking lie,” Trump said. “That’s a total lie. Every time I get to vote, I voted.” “You only voted in one primary,” Bossie said. “It was like in 1988 or something, in the Republican primary.” “You’re right,” Trump said, pivoting 180 degrees, not missing a beat. “That was for Rudy.” Giuliani ran for mayor in a primary in 1989. “Is that in there?” “Yes.” “I’ll get over that,” Trump said.

He would explain this watershed moment as a pivot from the “Google World View” (“Connect people with the information they need”) to the “Facebook World View” (“Connect people with their friends, and give them the means to communicate and express themselves”). BuzzFeed would rely on Facebook and other social networks over Google and other search engines.

A pivot is what Silicon Valley calls it when you go from one business to another, usually after a colossal failure. If you’re reading this

Sales conversations are founded on “seduction”, a form of courtship a seller initiates in order to win the prospect’s trust in conversation before engaging into actual product selling. Marketing resorts to courtship as well when marketers gain their market’s attention with promises of a better future and more satisfactory situations. Whatever our role at work, we are all in sales and marketing, whether we like it or not. This is particularly true of technical performers who intend to hold a pivotal role for aligning technology with business needs. Mobile disposition in its higher form cultivates courtship essential for building strong and trustworthy relationships with other actors in a business enterprise.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Market research plays a pivotal role in shaping business strategies and facilitating growth in dynamic markets like Myanmar. As businesses navigate through the complexities of the Myanmar market landscape, the expertise and insights provided by market research agencies become invaluable. One such prominent player in the field is AMT Market Research Agency, known for its comprehensive approach and tailored solutions. This article delves into the significance of market research for businesses in Myanmar, explores the services offered by AMT, showcases success stories, analyzes emerging trends in the industry, and presents client testimonials, providing a holistic view of the market research agency in Myanmar # 1. Introduction to Market Research in Myanmar ## Understanding the Market Landscape Market research in Myanmar is like exploring a hidden gem - full of potential but requiring a keen eye to uncover the treasures within. As one of the fastest-growing economies in Southeast Asia, Myanmar presents a unique blend of traditional values and modern aspirations that make it a fascinating market to study. ## Challenges and Opportunities in Myanmar Navigating the market in Myanmar can be akin to a thrilling adventure, with challenges and opportunities around every corner. From infrastructural limitations to cultural nuances, businesses face hurdles that require insightful market research to overcome. However, with the right approach, the untapped potential of Myanmar's market can lead to significant growth and success. # 2. Overview of AMT Market Research Agency ## Background and History of AMT AMT Market Research Agency is not your average player in the market research scene. With a rich history rooted in a passion for uncovering insights and a commitment to excellence, AMT has established itself as a trusted partner for businesses looking to navigate Myanmar's complex market landscape. ## Key Differentiators of AMT What sets AMT apart from the rest of the pack? It's not just their cutting-edge methodologies or their team of expert researchers, but their genuine enthusiasm for understanding the intricacies of the Myanmar market. AMT doesn't just deliver data - they offer valuable insights that drive strategic decision-making. # 3. Importance of Market Research for Businesses in Myanmar ## Driving Informed Decision-Making In a market as dynamic as Myanmar, making informed decisions is crucial for business success. Market research provides the necessary data and insights that empower businesses to make strategic choices with confidence. With AMT by your side, you can trust that your decisions are backed by solid research and analysis. ## Mitigating Risks in a Dynamic Market The only constant in the Myanmar market is change. With shifting consumer behaviors, regulatory landscapes, and competitive pressures, businesses face a myriad of risks. Market research acts as a compass, guiding businesses through the uncertainties and helping them navigate the market with clarity and foresight. # 4. Services Offered by AMT Market Research Agency ## Quantitative Research Solutions Numbers don't lie, and neither does quantitative research. AMT offers a range of quantitative research solutions that provide businesses with statistically sound data to make informed decisions. From surveys to data analysis, AMT ensures that your business is equipped with the numbers it needs to succeed. ## Qualitative Research Approaches Sometimes, it's not just about the numbers - it's about understanding the why behind the what. Qualitative research approaches offered by AMT delve deep into consumer insights, behaviors, and motivations, providing businesses with a rich understanding of the market landscape.