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Last week's announcement about Melissa & Doug got endless coverage, but this interview stood out. Our CEO, Max Rangel, did a terrific interview with Toronto's CBC's Metro Morning last week. It's worth a full listen, but at one-point, Max mentions something so many Spin Master employees can identify with. People always tell us, "You think like a six-year-old." Why is it that people think business is supposed to be boring, grown-up, dry and uptight? The same ingredients that go into making a great toy--the creativity, the sense of adventure, the inventiveness, the spirit, and the sheer lust to have fun—are the same ingredients that go into making a great company. A company's products should be just as enjoyable to make as they are to use. https://lnkd.in/g4t6-yar

Don't Be Like Blockbuster 📼→🚧 Today, I passed by a construction site that once housed the bustling business of Blockbuster. As I watched the heavy machinery and hard hats, I was reminded of the silent yet powerful narrative of innovation. Years ago, Blockbuster had the golden opportunity to adjust its sails, to foresee the oncoming wave of digital media, and to adapt to a changing landscape where Netflix was ready to thrive. They missed it, sticking to their brick and mortar mentality until it was too late. For law firms like ours, the lesson is crystal clear. It's not just about keeping up with the times—it's about foreseeing change, adapting, and even leading it. It's about constantly improving every facet of our practice, from client services to our use of the latest technology. In a world that’s evolving faster than ever, let’s vow to keep our eyes forward, hands on the pulse of innovation, and feet ready to pivot. Let's ensure that we never get left behind in the dust of complacency. 🏢⏩🌐 📹 See the construction site below where a Blockbuster once stood. A stark reminder for us all. #Innovation #StayAhead #LegalTech #DontBeLikeBlockbuster

This is how Square Cow Moovers was born... The first few moves were pretty rough, including a client who said, “do you guys even know what a dolly is?” The guys realized they had a lot to learn about moving, and about running a business in general. As the company grew, Wade and Derek realized they were onto something. They brought Wade’s dad in to help with finances, and the business started to grow. Even with the growth, the guys felt that something was missing. They were working hard, but it seemed that there was a ceiling that the company could not break through. This is when they made a decision that changed everything. They hired a Five Capitals coach. Through their work with their coach, they realized two important things about their business: >> They were trying to be all things to all people. >> They were pursuing everything, and as a result they were focusing on nothing. Brandon introduced the guys to the prioritized leader framework, and together they started working on changing things. >> They clarified their vision and values >> They articulated what they were truly passionate about >> They picked some specific areas where they could truly be the best in the world. >> They adopted a, “less is more” mentality. It wasn’t long before things started to shift. Wade and Derek were now making decisions based on their vision. They were hiring and training people based on their newly identified company values (honesty, courtesy, hard work, and excellence). Where they had failed at expansion efforts in the past, the team was able to create a strategy for a strong foundation in Texas and clear goals for expansion. Read the full case study here: https://lnkd.in/gMAJnXND Feel like something is missing and want to make some change? Get in touch, we're glad to be a part of your journey.

Ken Levinson I completely agree. I have been using the Blockbuster vs Netflix analogy over the last 2 years in explaining Case Status to prospective customers of ours. in 2006 Blockbuster was the king of in store and home delivery rental with $6BILLION in revenue and 9000 stores globally. Along came Netflix to challenge them on the home delivery front. Their founder was sick of paying overdue rental fees at Blockbuster! Then a disruptive technology came along with the introduction of the Iphone in 2007. Netflix realized this could be a game changer for the consumer with the concept of streaming video. Blockbuster initially dismissed the idea and though nobody will want to watch movies on their tablet or phone. At the end of the day both companies were delivering the same PRODUCT - THE MOVIE. But Netflix did so with an eye to delighting the consumer and meeting them where they are at...on their smart phones! All law firms deliver the same product = Legal Services but some do so in a way that delights their clients and exceed their expectations in keeping them up to date and informed on their case which is where disruptive technology like ours comes into play. We are so proud to partner with forward thinking firms like yours and others who are putting the client experience first and meeting them where they are...on their smart phones #Dontbelikeblockbuster #legaltech

You know how they say size doesn’t matter? Well, this development is never going to hear that. We have 150 units going up in Rio Rancho this summer, and it’s going to be one of the best developments my team and I have executed so far. Huge companies like Netflix, Intel, and Sony all have billions of dollars in investment and development going in right around the corner from our development and it’s going to bring a lot of work to Rio Rancho. Interested in learning more about how you can get involved in our developments? https://lnkd.in/dVnaFFQT #realestate #compoundyoursuccess #motivation #investing #investment #realestateinvestment #business #success #realestateagent #businesswoman

Watch Episode 5 of Business Class with host Suneel Gupta! Link below.

Seeing Zaslav courtside at Knicks games now that they’re in the playoffs makes me ambivalent about watching Knicks games. JTB 5-1-24 EXCERPT from NYT: Undeterred, Zaslav’s team laid off thousands more people and, in another cost-saving innovation, removed some of their own content, including nearly 200 episodes of “Sesame Street” and dozens of movies, from HBO Max to spare the company residual payments linked to long-term viewership numbers and enable more write-downs. In November, he raised his synergy target from $3 billion to $3.5 billion. A few months later, just weeks after his celebrity-heavy 63rd birthday party at Mr. Chow in Beverly Hills — guests included Larry David, Kevin Costner and Robert Downey Jr. — he raised the target yet again, from $3.5 billion to $4 billion. Even as the cuts accumulated, the stock remained stuck. This posed a more personal problem for Zaslav: His pay was closely tied to W.B.D.’s share price. His 2021 total compensation was a staggering $246.6 million. But as the stock crashed in 2022, so did Zaslav’s compensation, falling to $39.3 million. He was slashing and burning like a champion; even if Wall Street wasn’t pleased, the board was. Although Zaslav has said many times that money doesn’t interest him — he works now, he says, for his legacy — he didn’t object in March when the board amended his contract to address this problem. In the future, his compensation would be linked less closely to the stock price and more closely to the cash flow he was creating, largely through cuts. Still hunting for cash savings, Zaslav announced in April that he was combining Discovery’s unscripted programming with HBO’s scripted programming and other content from the Warner Brothers library into a single streaming service, Max, an unlikely pairing that one W.B.D. executive half-jokingly referred to as “‘MILF Manor’ meets ‘Succession.”’ To Hollywood, all this was starting to look depressingly familiar. “The series of mergers that led us here — first the $85 billion AT&T-Time Warner merger and then the $43 billion WarnerMedia Discovery merger — have each promised to create a better competitor, but have instead left the merged entity debt-burdened and focused on cutting costs to rationalize these disastrous business decisions,” the Writers Guild of America West said in a report in late January. The streaming wars had been punishing for most of Hollywood’s writers. The hunger for content spawned a ceaseless wave of corporate consolidation that turned a high-wage, hits-driven business into a high-volume, low-wage one. Screenwriting became gig employment as royalties shriveled, the size of writing rooms shrank and seasons were shortened. And now everyone was retrenching. The writers had been disrupted, but unlike Zaslav, they had not been able to find a way to grow their salaries. https://lnkd.in/gn6XewsX