Entrepreneurs, You Should "Decide Fast, Change Slow" in order to enlist and energize the best talent to achieve superlative results.

1. Richard Smith @ Coastmasters
May 28, 2009

2. 
• Robert Kiyosaki
4 Quadrants –
Keeping It Simple

3. 
• Robert Kiyosaki
• Boston Consulting Group
4 Quadrants –
Keeping It Simple

4. 
• Robert Kiyosaki
• Boston Consulting Group
• Marci Shimoff
4 Quadrants –
Keeping It Simple

5. 
• Robert Kiyosaki
• Boston Consulting Group
• Marci Shimoff
• Richard Smith DFCS
4 Quadrants –
Keeping It Simple

6. 
• You Conjure Up Your Own “Matrix”
Objective

7. 
• You Conjure Up Your Own “Matrix”
• You Appear on Oprah & LKL
Objective

8. 
• You Conjure Up Your Own “Matrix”
• You Appear on Oprah & LKL
• You Get Featured on a PBS Fundraiser
Objective

9. 
• You Conjure Up Your Own “Matrix”
• You Appear on Oprah & LKL
• You Get Featured on a PBS Fundraiser
• You Become Rich & Famous
Objective

10. 
• You Conjure Up Your Own “Matrix”
• You Appear on Oprah & LKL
• You Get Featured on a PBS Fundraiser
• You Become Rich & Famous
• You Remember Coastmasters – One of
Us Might Need a Job!
Objective

11. 
Robert Kiyosaki
“Rich Dad Poor Dad”
Models from Before

12. 
Robert Kiyosaki
“Rich Dad Poor Dad”
Business Ownership, NOT
Business Day-to-Day Management
Models from Before

13. 
Robert Kiyosaki
“Rich Dad Poor Dad”
Business Ownership, NOT
Business Day-to-Day Management
A Dandy 2X2 with Migration Path
Models from Before

14. Wage Earner
• Enslaved to Paycheck
• No Way Out

15. Wage Earner
• Enslaved to Paycheck
• No Way Out
Business Owner
• Bigger Ball & Chain
• Worst Boss You Ever Had
8

16. Wage Earner
• Enslaved to Paycheck
• No Way Out
Active Investor
• Little Control & Lots of Work
• Considerable Risk
Business Owner
• Bigger Ball & Chain
• Worst Boss You Ever Had
8

17. Wage Earner
• Enslaved to Paycheck
• No Way Out
Passive Investor
• Work ON Business, Not IN Business
• Designed to Operate Without You
Active Investor
• Little Control & Lots of Work
• Considerable Risk
Business Owner
• Bigger Ball & Chain
• Worst Boss You Ever Had
8

18. 
• Boston Consulting Group
• Consulting with Fortune 1000
Companies in 70’s
Models from Before

19. 
• Boston Consulting Group
• Consulting with Fortune 1000
Companies in 70’s
• Push-Back by Marginal Businesses at
Tek – 5th Category of “Golden
Retrievers”
• Otherwise a 2X2
Models from Before

20. High Growth, High Share

21. High Growth, High Share
Low Growth, High Share

22. High Growth, Low Share High Growth, High Share
Low Growth, High Share

23. High Growth, Low Share High Growth, High Share
Low Growth, Low Share Low Growth, High Share

24. High Growth, Low Share High Growth, High Share
Low Growth, Low Share Low Growth, High Share

25. 
• Marci Shimoff “Happy for No Reason”
Movement
• “Chicken Soup” & “The Secret”
Models From Before

26. 
• Marci Shimoff “Happy for No Reason”
Movement
• “Chicken Soup” & “The Secret”
• 100 Unstoppably Happy People
• House with Foundation, 4 Pillars, a
Roof and a Garden
• 2X2 -- Happiness Set Point
Models From Before

27. Clinically Depressed
• Inconsolable
• Needing Immediate Care

28. Clinically Depressed
• Inconsolable
• Needing Immediate Care
Happy for BAD Reason
• Extreme Coping Behaviors
• One High after another Low

29. Clinically Depressed
• Inconsolable
• Needing Immediate Care
Happy for BAD Reason
• Extreme Coping Behaviors
• One High after another Low
Happy for GOOD Reason
• The Usual
 Promotion
 Bonus
 Raise
 Engagement
 Disengagement
• The Unusual
 Scrubbed Launch to Mars
 Declined Proposal

30. Clinically Depressed
• Inconsolable
• Needing Immediate Care
Happy for BAD Reason
• Extreme Coping Behaviors
• One High after another Low
Happy for GOOD Reason
• The Usual
 Promotion
 Bonus
 Raise
 Engagement
 Disengagement
• The Unusual
 Scrubbed Launch to Mars
 Declined Proposal
Happy for NO REASON
• Disbelief in Any Limits
• Set Point Locked on “High”
• 7 Elements of a Fulfilled Life
 Own It
 Mind
 Heart
 Body
 Soul
 Life of
Purpose
 Supportive
Peers

31. 
• Mapping Speed Against Deliberation in
Business Decision-Making
Model I’m Promoting

32. 
• Mapping Speed Against Deliberation in
Business Decision-Making
• Decades Debacles On Single Page
Model I’m Promoting

33. 
• Mapping Speed Against Deliberation in
Business Decision-Making
• Decades Debacles On Single Page
• Telling Heroic Stories in similar league
as “Don Quixote”
Model I’m Promoting

34. 
• Mapping Speed Against Deliberation in
Business Decision-Making
• Decades Debacles On Single Page
• Telling Heroic Stories in similar league
as “Don Quixote”
• Modestly, Coolest 2X2 to be Shown
Today
Model I’m Promoting

35. 
• Redefines Reality
(Quantum Physics)
In Defense of FAST

36. 
• Redefines Reality
(Quantum Physics)
• Arouses Interest
In Defense of FAST

37. 
• Redefines Reality
(Quantum Physics)
• Arouses Interest
• Inspires Commitment
In Defense of FAST

38. 
• Redefines Reality
(Quantum Physics)
• Arouses Interest
• Inspires Commitment
• Is Difficult to Overtake
In Defense of FAST

39. Pareto’s 80/20 Rule
20,80

40. Pareto’s 80/20 Rule
• Can Never Reach 100%
Certainty
• 20% of Information Provides
80% of Significance – Be
Sure to Choose RIGHT 20%
20,80

41. Info Degradation
20,80

42. Info Degradation
• What WAS True Now False
• Others Have Not Been Idle
• Objective Might Already Be
Out Of Reach
20,80

43. Decide Slow, Change Slow
• Bureaucracies & Institutions
• Ready, Aim, Aim,
Ready, Aim…

44. Decide Slow, Change Fast
• Indecisive & Irresolute
• Not Ready, Ready,
Not Ready…
Decide Slow, Change Slow
• Bureaucracies & Institutions
• Ready, Aim, Aim,
Ready, Aim…

45. Decide Fast, Change Fast
• Team Wreckers
• Fire, Fire, Fire!
Decide Slow, Change Fast
• Indecisive & Irresolute
• Not Ready, Ready,
Not Ready…
Decide Slow, Change Slow
• Bureaucracies & Institutions
• Ready, Aim, Aim,
Ready, Aim…

46. Decide Fast, Change Fast
• Team Wreckers
• Fire, Fire, Fire!
Decide Slow, Change Slow
• Bureaucracies & Institutions
• Ready, Aim, Aim,
Ready, Aim…
Decide Slow, Change Fast
• Indecisive & Irresolute
• Not Ready, Ready,
Not Ready…

47. Decide Fast, Change Slow
• Team Builders & Leaders
• Prospect of Big Yields
• Prospects for Multi-Win
• Ready, Fire, Aim
• Fire Some More!
• COMPLETION
TRUMPS PERFECTION

48. Decide Slow, Change Slow.
This model works best for bureaucratic
organizations with an assured future, like the
Supreme Court or the Internal Revenue Service.
This model is not appropriate for most businesses
as more nimble competitors will preempt access to
growth opportunities and then turn back to capture
a larger share of the base business. Businesses
exhibiting this behavior will go the way of the saber
tooth tiger. Right size or capsize. It won’t be
pleasant.

49. Decide Slow, Change Fast.
Pareto’s Law predicts that 80% of the required
information to support decision-making can be
acquired in 20% of the time. This would tend to
indicate that deciding slow is wasteful (more
information is secured than is absolutely required).
But the worst of this quadrant is that changing fast
after deciding slow sends the message that you
cannot be relied upon, despite what would appear
to be a slow and arduous decision-making
process. This is the next most disastrous quadrant
for business.
Decide Slow, Change Slow.
This model works best for bureaucratic
organizations with an assured future, like the
Supreme Court or the Internal Revenue Service.
This model is not appropriate for most businesses
as more nimble competitors will preempt access to
growth opportunities and then turn back to capture
a larger share of the base business. Businesses
exhibiting this behavior will go the way of the saber
tooth tiger. Right size or capsize. It won’t be
pleasant.

50. Decide Slow, Change Fast.
Pareto’s Law predicts that 80% of the required
information to support decision-making can be
acquired in 20% of the time. This would tend to
indicate that deciding slow is wasteful (more
information is secured than is absolutely required).
But the worst of this quadrant is that changing fast
after deciding slow sends the message that you
cannot be relied upon, despite what would appear
to be a slow and arduous decision-making
process. This is the next most disastrous quadrant
for business.
Decide Fast, Change Fast.
Deciding fast may be commendable, but certainly
not in combination with changing fast as well. This
results in wasted time and passion with little
prospect of success. This in turn fosters an
outlook of defeat and poisons virtually all
relationships with mistrust. This is the most
disastrous of the quadrants. “Monsters be here”
as indicated in ancient mariner’s navigation maps.
Decide Slow, Change Slow.
This model works best for bureaucratic
organizations with an assured future, like the
Supreme Court or the Internal Revenue Service.
This model is not appropriate for most businesses
as more nimble competitors will preempt access to
growth opportunities and then turn back to capture
a larger share of the base business. Businesses
exhibiting this behavior will go the way of the saber
tooth tiger. Right size or capsize. It won’t be
pleasant.

51. Decide Slow, Change Fast.
Pareto’s Law predicts that 80% of the required
information to support decision-making can be
acquired in 20% of the time. This would tend to
indicate that deciding slow is wasteful (more
information is secured than is absolutely required).
But the worst of this quadrant is that changing fast
after deciding slow sends the message that you
cannot be relied upon, despite what would appear
to be a slow and arduous decision-making
process. This is the next most disastrous quadrant
for business.
Decide Fast, Change Fast.
Deciding fast may be commendable, but certainly
not in combination with changing fast as well. This
results in wasted time and passion with little
prospect of success. This in turn fosters an
outlook of defeat and poisons virtually all
relationships with mistrust. This is the most
disastrous of the quadrants. “Monsters be here”
as indicated in ancient mariner’s navigation maps.
Decide Slow, Change Slow.
This model works best for bureaucratic
organizations with an assured future, like the
Supreme Court or the Internal Revenue Service.
This model is not appropriate for most businesses
as more nimble competitors will preempt access to
growth opportunities and then turn back to capture
a larger share of the base business. Businesses
exhibiting this behavior will go the way of the saber
tooth tiger. Right size or capsize. It won’t be
pleasant.
Decide Fast, Change Slow.
The province of the inspired, the motivated, those
who will usher in a new order. Successful
Entrepreneurs are those that are first inspired and
then follow through with all the efforts required to
give their strategies an opportunity to succeed.
They can be trusted to hammer away at obstacles
and prevail. All who invest themselves in the
venture know that their champion will forge ahead
to the best possible outcome, soonest, to the
benefits of all concerned.

52. 
 Start Thinking or Better Yet…Start Writing and Think Later
(Completion, Not Perfection)
Quoth the Raven, “Nevermore!”
My Challenge & Yours…