📚 Calepes’ Highlights

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A batch of the best highlights from what Carlos ☕️'s read, .

It’s the backwards law again: the more you try to be certain about something, the more uncertain and insecure you will feel. But the converse is true as well: the more you embrace being uncertain and not knowing, the more comfortable you will feel in knowing what you don’t know.

The Subtle Art of Not Giving a F*ck

Mark Manson

The theory of capabilities gives companies the framework to determine when outsourcing makes sense, and when it does not. There are two important considerations. First, you must take a dynamic view of your suppliers’ capabilities. Assume that they can and will change. You should not focus on what the suppliers are doing now, but, rather, focus on what they are striving to be able to do in the future. Second, and most critical of all: figure out what capabilities you will need to succeed in the future. These must stay in-house—otherwise, you are handing over the future of your business. Understanding the power and importance of capabilities can make the difference between a good CEO and a mediocre one.

How Will You Measure Your Life?

Clayton M. Christensen, James Allworth, and Karen Dillon

The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it.

How Will You Measure Your Life?

Clayton M. Christensen, James Allworth, and Karen Dillon

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A batch of the best highlights from what Carlos ☕️'s read, .

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