There are those who go on all terrains, who want to learn everything, transform everything, create everything. And then there are those who know. Those who have understood that the challenge is not to be good everywhere, but to be exceptional somewhere. The entrepreneur who lasts, who builds, who performers is rarely the most versatile. It is the one who identified, very early, The “sport” in which he excels – and which refuses to play elsewhere.
A field of excellence, not a fantasy of universal competence
It is not a question of rejecting learning or ambition, but of anchoring your strategy on an often neglected truth: Performance is not correlated with restlessness, but at concentration. In the attention economy, hyper-adaptability is celebrated, the ability to try everything, to reinvent everything. It is an illusion. The founders who succeed on a large scale have, almost always, Clear DNA, a natural angle, a “game” that they master better than anyone.
A product manufacturer is not necessarily a good storyteller.
A market visionary is not necessarily a good operational.
A creative genius is not necessarily made for the SaaS model.
The important thing is not to know everything. It is to know precisely what we do better than the average – and to build around that.
The temptation of offside
Growth, media noise, investor pressure often pushes the founders to get out of their natural area.
The one who excels in the precision produced is found to manage HR.
The one who intuitively understands a market locks himself in the management of teams.
The one that shines in B2B attempts a consumer diversification.
Each time, it is a movement of land. And each time, it is a strategic risk.
Exhaustion, loss of lucidity, casting errors or operational drifts do not always come from bad decisions. They often come from a change in unaccompanied sport.
The best founders play for a long time … at the same game
When we observe the profiles of entrepreneurs who have built infrastructure or sustainable organizations, we always find this consistency: A loyalty to their original game.
It is not stubbornness. It is a strategic discipline.
They did not confuse competence and vocation.
They did not try to reply the model of others.
They aligned their nature with their ambition.
Whoever thinks like a logistician has no interest in getting lost in the DTC lifestyle.
Whoever reasons as a financier does not have to become a creative manager.
Whoever excels in the intuition produced should not wear out three laps in two years.
Changing sport is not adapting. It is sometimes to breathe.
