“Snakes! They’re all snakes!”. Your colleague Lin, responsible for your company’s task force for agile next generation entity resources (a.n.g.e.r.) is enraged*: “Whatever I propose to the business heads, they bad-mouth it behind my back. And they spread rumors about how I’m planning to sack everybody older than 33. I need your help!”. You feel a flash of resentment. Lin’s initiative is very important to help change your company’s culture towards new ways of working. If it fails, your strategy of portfolio transformation will fail, too.
“So I think we should definitely buy this startup. It’s a lion in disguise of a lap cat”, concludes Kim, the head of your company’s newly established unit for digital entrepreneurial sustainable innovative revolutionary engineering (d.e.s.i.r.e)*. All eyes are on you. You don’t know. You suspect that regulatory and technological risks have not been thoroughly assessed. You vaguely recall a newspaper article about another startup from somewhere in Africa, with a much stronger customer base. You have questions about the startup’s staff, apparently consisting mostly of former mountaineers , bull fighters, and racing car drivers.