Bill Bower
speaker
148 appearances
3 recordings
1 series
first heard Jun 2026
last heard 30 Jul
Bill Bower’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsRecordings per month over the last 12 months — 3 in all, peaking in Jul 2026 with 2.
Appearances
Um, and the second one is exactly that whole thing about, no, we're not just going to do some theater where we are, we're going to be showing that we've done something.
We're actually going to try and do something that makes a difference.
And as you say, makes a difference, not just once, but actually in a sustained way.
That's really, really powerful approach.
Yeah.
I mean, you know, we've talked about this before and I think it's such a, again, it's a, perhaps a slightly subtle point, but it's a really pivotal one.
You've talked about your organization in your context.
It's not that there is a single profile, which will be the same for business A is for business B is for business C. And the kind of thought experiment I always use for this is to say, well,
Business A is dominant in the market, very large, has a huge array of internal support resources, and the role that people are being asked to play is principally about servicing an existing base.
Business B is a challenger in the market, has a limited brand, very little in the way of support resources, and a lot of what's being done is new business.
Well, of course, the profiles that you need, the capabilities you need for those two people are not the same.
So it really, I think you've used the word unique target capability profile, Benny, which I really like, which is that you need to isolate the unique target capability profile, which is what's driving success in your business in all of the contexts, both external in terms of the market and also, but also really importantly, internally in terms of resources and support.
You know, some businesses will want people to do more of this stuff themselves and others will actually have a whole team which does that for them.
And, you know, you
it's not the same.
It's not the same.
So I think that's the crucial point is it's, it's not just that you need to be correlating capabilities with performance, but you need to be doing it uniquely in your organization and context, which is another way of saying no cheating.
Yeah.
And I mean, Matt, one of the things I think, again, this coming back to this data led approach and the what's in it for me is that, of course, once you've actually done the correlation work, you can start to give people not just a generalized what's in it for me, you know, which is if, you know, these are the capabilities of the matter.
And if you were better at them, you'd be more successful.
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