Every founder or business owner starts with a vision — an idea that could change an industry or solve a pressing problem. But as companies scale, many lose their way. Some spread themselves too thin, trying to do too much at once. Others get bogged down in bureaucracy. And some fail because no one truly owns execution.
The companies that break through share three key principles: they focus on what matters, create a culture of ownership, and simplify relentlessly.
1. Focus on the Critical Few
In 2015, Grab was locked in a fierce battle with Uber across Southeast Asia. While Uber had deep pockets and global experience, Grab had something else—a laser focus on what mattered most. Instead of competing head-to-head in every market, Grab doubled down on a key insight: in many Southeast Asian cities, motorbikes were the fastest way to get around.
So, instead of trying to win through sheer scale, Grab focused on expanding its bike-hailing service, GrabBike. This strategic move helped Grab dominate in places like Jakarta and Ho Chi Minh City, where two-wheeled transport was essential. By 2018, Grab had outmaneuvered Uber, forcing it to exit the region entirely.
> Lesson:
Growth isn’t about doing everything — it’s about executing the critical steps with drive and precision. If Grab had tried to match Uber’s model exactly, it might not have survived. Instead, it focused on a few critical priorities and executed them better than anyone else.
Growth isn’t about doing everything—it’s about doing the critical steps with drive and precision.
> How to Apply It:
• Ask yourself: What are the 2-3 most important bets we need to win?
• Say no to distractions—even if they seem like great opportunities.
• Align your team around those few priorities, reinforcing them constantly.
2. Build a Culture of Extreme Ownership
At BYD, the Chinese electric vehicle giant, success wasn’t just about good strategy—it was about a mindset of ownership at every level.
In the early 2000s, when BYD decided to enter the electric vehicle market, it faced a massive challenge: battery technology wasn’t good enough for long-range driving. Instead of waiting for outside suppliers to improve battery tech, BYD’s engineers took full responsibility. They didn’t just build cars—they built the batteries, semiconductors, and even their own chipsets.
This culture of ownership allowed BYD to control its supply chain, cut costs, and move faster than competitors. Today, it’s the world’s largest EV maker, surpassing Tesla in global sales.
> Lesson:
A culture where people pick up problems leads to a workplace with less problems for everyone to solve. When people take ownership of problems, they solve them faster and better. If BYD had waited for suppliers to catch up, it wouldn’t be where it is today.
A culture where people pick up problems leads to a workplace with less problems for everyone to solve.
> How to Apply It:
• Give clear ownership over results, not just tasks. Instead of saying, “We need better marketing”, assign someone to make it happen.
• Reward initiative. Encourage people to solve problems instead of escalating them up the chain.
• Build a team of “owners,” not employees. The best teams act as if the company’s success depends on them—because it does.
3. Simplify Relentlessly
Simplicity is a superpower. Just ask Sea Group, the Singapore-based company behind Shopee.
In 2015, Shopee was entering an e-commerce market dominated by Alibaba’s Lazada. Instead of trying to outspend or outmaneuver its larger rival, Shopee made a critical choice: it would simplify the shopping experience (for both sellers and buyers).
While Lazada was stifled with processes trying to control communication between buyer and seller, protecting brands with little to no sell through and stuffing its categories with offering no one was browsing through, Shopee adopted a different social-commerce approach: it allowed all products onto the platform, it enabled buyers and sellers to communicate directly, it opened the doors to direct shipping by the sellers and seller, biding time to build it’s needed shipping, logistics and cross-border infrastructure.
That simplicity paid off. Within five years, Shopee overtook Lazada to become the top e-commerce platform in Southeast Asia.
> Lesson:
Complexity is where problems (and businesses) go to die of a slow death: it brings slower decision making and corrective action when needed.
Complexity is where problems (and businesses) go to die of a slow death
Shopee didn’t win by being the first in the market, bigger or having more features — it won by making things easier for customers.
> How to Apply It:
• Identify bottlenecks—processes, rules, or approvals slowing down your business—and remove them.
• Streamline communication. Cut unnecessary meetings, make decisions faster, and ensure everyone understands what really matters.
• Keep your business model simple. If it takes more than a sentence to explain your strategy, it’s probably too complicated.
Final Thought
If your business isn’t growing as expected, step back and ask yourself:
• Are we trying to do too many things at once?
• Does our team take full ownership, or are people passing responsibility up the chain?
• Have we let complexity slow us down?
Fix these, and you’ll unlock the kind of growth that lasts.
This version turns each principle into a compelling story, making it more engaging while still being practical. Let me know if you’d like any refinements!