Saleem Ismail

I'll do a little thought experiment, which we put in that first book.

And Peter, by the way, you contributed massively to that original book, so I just want to honor that.

If he just stood up and said, we're going to do 20,000 TEDx events in five years, he would have lost the team.

They're going, you're barking mad, I'm quitting.

Nobody, I can't sign up for that, okay?

If what he did do is said, we're going to have an MTP, ideas were spreading, we're going to let the community decide, we're going to have a set of clear rules, and let's see where this goes.

A classic linear approach would have been, we're going to do five TEDx events this quarter and 10 the next quarter and 15 the next quarter.

If you added that up, you'd end up with about 2,500 TEDx events over that period of time.

Instead, by setting an MTP and a real-time operating plan where you're tracking metrics in real time, so that helps steer the ship, that's the rudder, you end up with 20,000 TEDx events.

And nobody in the world would have guessed that that would have been the outcome.

You go from a single environment to a global media brand at near zero cost.

That's the amazing part of what's possible if you can orient that way.

So your dashboard, probably with OKRs as the management structure and the performance structure, the best models we've seen are an MTP with a one-year operating plan that's instrumented in real time.

You can't put the full five-year vision in it because people will just freak out.

They can't cognitively...

Okay.

So two points.

One about the trial.

I have no comments.

I think it's a lose, lose, lose situation.