Ethan Summers
speaker
1,339 appearances
7 recordings
1 series
first heard Feb 2026
last heard 28 Jul
Ethan Summers’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 — 7 in all, peaking in Jul 2026 with 2.
Appearances
And naturally the organization changes.
Um, so it seems like there's a lot of tension there between like backing off to let the organization be a thing by itself.
And the risk that what it becomes or what it is sucks.
That feels like it would put a premium on communication, but not just from a directive setting, more of a vision setting, goal setting perspective.
Because if you're going to let your hand off the wheel that much and trust these people to run, then there still needs to be a crystal clear vision of the future.
And I think that brings us back around really nicely to the ICP, strategic intent, the things we talk about all the time is
If a great leader, if a great leading team has set incredible clarity on the intent and on who we want to work with, there's so many actions.
There's only so many actions to take.
Correct.
You know, let's go back to the gigawatt canvases.
There's only even among the hyperscalers, there's only so many logos that are going to take down one or two or three gigawatts at a time.
Right.
That level of clarity is why we focus on that so much and why
It seems counterintuitive to our clients initially, but why we always start with a strategic assessment is because we have to be able to align our actions with their vision.
And when you do that really well, there's only so many ways for us to run a supply chain at that point.
That's that clarity that I think is the place we can start to wrap this discussion up.
I'll go back to the same format.
Where have you maybe seen yourself go really wrong on setting clarity and where have you seen yourself be successful?
pace of it and or it stopped us from getting to that same level of quality um in the same timeline it reminds me of something my dad always told me as a kid and i hated it but it was you can do anything you want but you can't do everything you want certainly not at the same time and that can seem paradoxical as an organization successful and growing but it becomes more true as the need to focus becomes more radically important not less as you grow if you want to continue sustaining growth
There's been a great discussion.
Showing 1301–1320 of 1,339 · page 66 of 67
← Previous
Next →