John R. Miles

Very familiar.

Well, when you think about it, and my wife is a primary care provider, so does a lot of prescriptions, I always thought it was just, and still is, crazy that you can go to CVS, you can go to Walgreens, you can go to Walmart, and you have three completely different pricing architectures for the same drug.

Wild.

and go across the country, they're probably 100.

So what you are describing in Japan is they set one price, and that is one price for the entire country.

The reason I wanted to focus on this is because coming from big Fortune 50 companies,

I've seen this firsthand.

When I was at Dell, we were in the middle of, I would argue, the largest transformation of the company.

It has historically been a hardware provider.

People knew it for enterprise servers and your personal devices, but Michael and the board knew that wasn't the long-term

destiny to make money.

So they needed to become a solutions-based, which solution mindset, company.

But in order to do that, it meant you started to have to take these new ideas and you had to get them out of the mothership.

So when I was there, as they were unearthing, going through this idea flow type of concept, new creative ideas, they would actually not only take the idea

and assign it to a vice president or director and let them run with it, they mandated that it would go outside of the local area.

And even when we were in Austin, there was another building that just housed Dell startups because they didn't want the bureaucracy of the big business to get in the way of them

being able to be agile in the way that they were coming up with these ideas.

Do you think that's a way that large companies could innovate without them getting stuck with coming into the slowness of the bigger mothership type of thinking process?

So I want to switch gears with you.

And another one of the superpowers that you have in the book is to embrace the routine.