Rory Sutherland

You get this extraordinary phenomenon in London, which really depresses me, which, and I've known people like this, who literally have a 1.2 million pound house and a thousand pound car. Fiat Cinquecento or something. It pains the, I mean, come on, you know, I mean, the car is a much greater thing than the house is looked as a piece of technology. Okay.

You get this extraordinary phenomenon in London, which really depresses me, which, and I've known people like this, who literally have a 1.2 million pound house and a thousand pound car. Fiat Cinquecento or something. It pains the, I mean, come on, you know, I mean, the car is a much greater thing than the house is looked as a piece of technology. Okay.

You get this extraordinary phenomenon in London, which really depresses me, which, and I've known people like this, who literally have a 1.2 million pound house and a thousand pound car. Fiat Cinquecento or something. It pains the, I mean, come on, you know, I mean, the car is a much greater thing than the house is looked as a piece of technology. Okay.

You know, are you a car fan or are you one of these weird people who just like young people, Ubers around the place?

You know, are you a car fan or are you one of these weird people who just like young people, Ubers around the place?

You know, are you a car fan or are you one of these weird people who just like young people, Ubers around the place?

You just need it to fit in. Correct.

You just need it to fit in. Correct.

You just need it to fit in. Correct.

There's a Ford F350. I think it might be a 450, isn't there, as well?

There's a Ford F350. I think it might be a 450, isn't there, as well?

There's a Ford F350. I think it might be a 450, isn't there, as well?

Yeah, what you're doing there is the old consulting trick of you define the doorman in terms that make him most amenable to automation. So you basically go function of doorman, opening door, replace the doorman with an infrared automatic door mechanism, lay claim to the savings, but an awful lot of consulting activity.

Yeah, what you're doing there is the old consulting trick of you define the doorman in terms that make him most amenable to automation. So you basically go function of doorman, opening door, replace the doorman with an infrared automatic door mechanism, lay claim to the savings, but an awful lot of consulting activity.

Yeah, what you're doing there is the old consulting trick of you define the doorman in terms that make him most amenable to automation. So you basically go function of doorman, opening door, replace the doorman with an infrared automatic door mechanism, lay claim to the savings, but an awful lot of consulting activity.

Do you know management consulting firms engage in this thing which is called gainsharing? Now, I cannot believe that anyone in a company would sign up to this agreement because it's appalling, where they effectively say, we will effectively define the costs we have saved you, and we want you to pay us a proportion of the cost savings which we identify.

Do you know management consulting firms engage in this thing which is called gainsharing? Now, I cannot believe that anyone in a company would sign up to this agreement because it's appalling, where they effectively say, we will effectively define the costs we have saved you, and we want you to pay us a proportion of the cost savings which we identify.

Do you know management consulting firms engage in this thing which is called gainsharing? Now, I cannot believe that anyone in a company would sign up to this agreement because it's appalling, where they effectively say, we will effectively define the costs we have saved you, and we want you to pay us a proportion of the cost savings which we identify.

But as Roger L. Martin says, any idiot can cut costs. The real skill comes in cutting costs without actually losing long-term revenue as a consequence. And so short term cost cutting is dangerously easy. This is where I come back to that point of we're too impatient to be intelligent, that intelligence and wisdom is slow, whereas seeming logic is fast.

But as Roger L. Martin says, any idiot can cut costs. The real skill comes in cutting costs without actually losing long-term revenue as a consequence. And so short term cost cutting is dangerously easy. This is where I come back to that point of we're too impatient to be intelligent, that intelligence and wisdom is slow, whereas seeming logic is fast.