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I run my companies in fifteen minutes a week.
This is not a productivity hack. It is a decision about what my work actually is.
Most executives I know spend their week aligning on things that were decided long ago. They call it leadership. It is administration with a better title.
I have separated thinking from doing completely.
Two hours of concentrated thinking a day. Fifteen minutes a week to pass on direction. The rest is execution, and I do not do it.
By the time I speak, the game has already been played out in my head.
What this requires:
→
Decisions must be clear enough that they trigger no follow-up questions. Ambiguity costs more than a wrong decision.
→
Execution must be delegable. To people or to agents — the difference has become smaller than most believe.
→
If you can only run your company by being there constantly, you have not built a system. You are the system.
→
More time does not produce better decisions. It hands the opportunity to someone faster.
The objection always comes: that only works because your companies are small.
No. It works because I no longer execute anything someone else can execute.
How much of your week do you spend on decisions that have already been made?
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
I run my companies in fifteen minutes a week.
This is not a productivity hack. It is a decision about what my work actually is.
Most executives I know spend their week aligning on things that were decided long ago. They call it leadership. It is administration with a better title.
I have separated thinking from doing completely.
Two hours of concentrated thinking a day. Fifteen minutes a week to pass on direction. The rest is execution, and I do not do it.
By the time I speak, the game has already been played out in my head.
What this requires:
→
Decisions must be clear enough that they trigger no follow-up questions. Ambiguity costs more than a wrong decision.
→
Execution must be delegable. To people or to agents — the difference has become smaller than most believe.
→
If you can only run your company by being there constantly, you have not built a system. You are the system.
→
More time does not produce better decisions. It hands the opportunity to someone faster.
The objection always comes: that only works because your companies are small.
No. It works because I no longer execute anything someone else can execute.
How much of your week do you spend on decisions that have already been made?
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
I run my companies in fifteen minutes a week.
This is not a productivity hack. It is a decision about what my work actually is.
Most executives I know spend their week aligning on things that were decided long ago. They call it leadership. It is administration with a better title.
I have separated thinking from doing completely.
Two hours of concentrated thinking a day. Fifteen minutes a week to pass on direction. The rest is execution, and I do not do it.
By the time I speak, the game has already been played out in my head.
What this requires:
→
Decisions must be clear enough that they trigger no follow-up questions. Ambiguity costs more than a wrong decision.
→
Execution must be delegable. To people or to agents — the difference has become smaller than most believe.
→
If you can only run your company by being there constantly, you have not built a system. You are the system.
→
More time does not produce better decisions. It hands the opportunity to someone faster.
The objection always comes: that only works because your companies are small.
No. It works because I no longer execute anything someone else can execute.
How much of your week do you spend on decisions that have already been made?
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
[01]
Other Posts
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.
In the first conversation, I tell you I want to buy your company.
Article by Johann Horch: why the return on a roll-up is made in post-merger integration, and how AI makes incompatible tech stacks integrable.
On every stage, someone explains how valuable their failure was. The real loss lies between recognising and acting.