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    How to lose 90% of your customers in 5 years?

    BusinessTransformation Leadership Business-model

    How to lose 90% of your customers in 5 years?


    In 1995, Netscape Browser was the best browser. I remember talking with my friend Andrew who had the idea to bring this business solution into Asia. 


    1995: 90% market share

    1996: 86%

    1997: 51%


    Netscape didn't just lose; they committed suicide. They had a 90% market share. And they threw it all away because they forgot the most important rule: Focus on what the customers want.


    Here's how they blew it:


    1. The Rewrite Trap: 

    This was their biggest error. They re-wrote their code, meaning they stop new releases for 3 years to "clean up your code". While Netscape was busy, the world moved on. You don't win by being perfect later; you win by being better right now.


    2. Software Bloat: Turned a browser into a "suite" of emails, newsreaders, etc. Became slow & buggy. Users want a tool that works.


    3. Wrong Business Model: Trying to sell when the competitors were giving it for free. Microsoft realized the browser wasn't a product; it was a feature of the operating system. Google's free browser was a door to their world of fast searching and apps, while profiting from ad revenues. 


    By the time Netscape realized they were in a fight, the fight was already over.


    It's been 30 years. Has successful startups learnt this lesson? Or are they still bragging about their 1st-mover advantage that gave them a major share of the market (for now).


    1st-movers in the past:

    1. 1st successful PDAs: PalmPilot 1000(1996). 

    2. 1st digital music player: MPMan F10. 

    3. 1st digital camera: Kodak 1975.

    These companies don't exist today. 


    Marc Andreessen, Netscape cofounder: "Netscape will soon reduce Windows to a poorly debugged set of device drivers". this quote didn't age well..

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    Business is always personal in Asia.

    AsianCulture Leadership Recruitment

    Business is always personal in Asia.


    We often assume business is a universal language, but the "dialect" changes drastically across borders.


    In many Western contexts, the sales revenue or transaction is king. But looking through an Asian lens, all business is personal. It isn't just about contracts or invoices; it is about the human connection & lifelong trust behind them.


    There is a profound preference for harmony. Rather than the "move fast and break things" approach—often viewed as the destruction of the normal order—there is a focus on stability, respecting hierarchy, and maintaining balance.


    This "Let's not change anything" miindset heavily influences leadership expectations. Asian bosses typically prioritize deep, demonstrated loyalty from their existing staff over the ambitious new hires. However, new hires who can lead and execute the business plan will win over the bosses. It is not about the volume of your voice in the boardroom, but the depth of your commitment after you leave the room.


    To navigate the global market, we must move beyond our own cultural defaults and appreciate these nuances in Asian markets. What works in one city may not in another Asian city..


    How do you balance the drive for business transformation (disruption) with the need for harmony in your professional relationships? What happens when the firm faces a crisis unsolvable using existing leadership?


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    That’s not hiring. That’s a betrayal.

    AsianCulture Leadership SocialResponsibility In-Demand-Skills

    When I was managing a team, we had this sacred rule: never, ever let the people who got us here feel like they’re worth less today than yesterday.


    And yet, I see it happening everywhere in recent years. Companies hiring in a frenzy. Salary for new talent have exploded (sales, engineers, designers, product people). A fresh graduate suddenly makes 30% or 40% more than the person who’s been bleeding for the company for 5 years. Same role.


    That’s not hiring. That’s a betrayal.


    You know what it feels like when you’ve been at a place for years, you’ve shipped incredible products, you’ve worked nights and weekends, you’ve turned down better offers because you believed in the mission… and then some new person walks in, glances at the code you wrote, and gets paid dramatically more than you? It feels like a slap in the face. It feels like the company is saying, “Thanks for working long nights building this thing. Now step aside, the new guy’s more valuable than you.”


    That’s how you destroy a culture. That’s how you kill the soul of a team.


    I’ve seen it. I’ve felt it in the hallways. The best people (the ones with taste, the ones who care deeply, the ones who made the products insanely great) they don’t complain loudly. They just quietly update their résumé. And one day they’re gone. And when they leave, they take the magic with them.


    So here’s what I would do:


    1. Never let the market dictate your soul.

    Yes, you sometimes have to pay crazy money to get the right person. Fine. But the moment you do that, you go back to every single person on the team who’s in a comparable role and you tell them that we’ll review their salary upwards in the next budget. You just do it. Because new people's pay might get disclosed (somehow).


    2. Equity is the great equalizer.

    Cash salaries get compressed and distorted by the market. Shares doesn’t lie. Give people real ownership that grows with the company they helped build. When the company does well, the people who were here in the begining will get insanely high stock valuations. That’s how you keep the early believers believing.(and staying)


    Great companies aren’t built by the people who joined yesterday. They’re built by the people who stayed through the dark days, who shipped the impossible, who cared when it wasn’t cool yet.


    If you let salary inflation turn those people into second-class citizens, you don’t just demotivate them; you lose them. And when you lose them, you lose everything that made your company special in the first place.


    Take care of the people who took care of you.

    It’s not complicated.  It’s the right thing to do.


  • Published on

    2024 is over. what now?

    BusinessTransformation Interviewing Leadership In-Demand-Skills
    As 2024 comes to a close, here's something we hear constantly from our clients...  In a market-driven economy, when hiring candidates, the most important is to find their VALUE proposition that improves the company's performance (in sales, customer services, innovation, etc).  
    What you need:
    - Results-focused mindset
    - Innovative thinkers, who are unafraid of changing legacy ways of working
    - Agile leaders who can adapt and evolve with the changing customer needs

    Finding talent who can "get it done" is crucial.

    Passion without skills is a ineffective
    Work without Passion is meaningless
    Passion + work = having a meaning in life.

    Adapted from  https://www.linkedin.com/posts/george-stern_stop-hiring-and-promoting-the-wrong-people-activity-7274771570122747904-HkUb?utm_source=share&utm_medium=member_desktop

    https://www.linkedin.com/in/george-stern
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    East VS WEST?

    AsianCulture Leadership
    Understanding the differences between Western and Asian cultures and work ethics is crucial for fostering effective collaboration and mutual respect in a global workplace. Here are some key distinctions:

    Cultural Differences between East and West at the workplace:

    Individualism vs. Collectivism:
    - Western Culture:
    • Generally emphasizes individualism.
    • People are encouraged to express their own opinions and pursue personal goals.
    • Independence and self-reliance are highly valued.
    - Asian Culture:
    • Often focuses on collectivism.
    • Emphasizes group harmony, family, and community.
    • Decisions are frequently made with consideration of their impact on the group or community.

    Communication Styles:
    - Western Culture:
    • Typically more direct and explicit in communication.
    • People value clarity and straightforwardness.
    • Open debate and discussion are common.
    - Asian Culture:
    • Communication tends to be more indirect and nuanced.
    • Emphasis on context and reading between the lines.
    • Respect and harmony are maintained by avoiding direct confrontation.

    Hierarchical Structure:
    - Western Culture:
    • More egalitarian and less hierarchical.
    • Leaders are often accessible, and open-door policies are common.
    • Employees may feel comfortable voicing opinions and challenging superiors.
    - Asian Culture:
    •   Often more hierarchical with a clear respect for authority and seniority.
    •   Decisions are usually made by higher-ups, and subordinates may be less likely to challenge authority.
    •   Emphasis on respect for elders and those in higher positions.

    Attitudes Towards Change:
    - Western Culture:
    • Generally more open to change and innovation.
    • Encourages risk-taking and experimentation.
    • Adaptability and flexibility are valued traits.
    - Asian Culture:
    • May be more conservative and risk-averse.
    • Preference for maintaining tradition and stability.
    • Changes are often implemented gradually and with caution.

    Work Ethic Differences

    Approach to Work:
    - Western Culture:
    • Work-life balance is emphasized.
    • Flexible working hours and remote work options are increasingly common.
    • Productivity is often measured by output and results.
    - Asian Culture:
    • Strong emphasis on hard work and dedication.
    • Long working hours and presenteeism are common.
    • Loyalty to the company and perseverance are highly valued.

    Team Dynamics:
    - Western Culture:
    • Encourages teamwork but also values individual contributions.
    • Team members may have clear roles but are expected to take initiative.
    • Collaboration is often structured and task-oriented.
    - Asian Culture:
    • Strong focus on teamwork and collective effort.
    • Emphasis on group harmony and avoiding conflict within the team.
    • Team members may defer to the group consensus or leader's decision.

    Decision-Making:
    - Western Culture:
    • Decision-making can be quick and is often based on data and analysis.
    • Individual accountability is emphasized.
    • Openness to debate and different viewpoints is encouraged.
    - Asian Culture:
    • Decision-making can be slower and more deliberate.
    • Consensus-building and ensuring everyone’s opinion is considered are important.
    • Decisions often take into account long-term impacts and relationships.

    Reward and Recognition:
    - Western Culture:
    • Individual achievements are often recognized and rewarded.
    • Performance-based incentives and promotions are common.
    • Public recognition and praise are typical.
    - Asian Culture:
    • Group achievements are frequently recognized.
    • Rewards and promotions may be based on seniority and loyalty.
    • Praise may be given more discreetly to avoid singling out individuals.

    Understanding these cultural and work ethic differences is crucial for fostering effective communication and collaboration in multinational teams. By respecting and integrating diverse cultural perspectives, organizations can create more inclusive and productive work environments.