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Chapter 24
Lord Karan Bilimoria CBE
We all have ideas that we think are ground-breaking and innovative but rarely see them through to reality. This individual had a deep dissatisfaction as a consumer with the beer in the UK when he came from India. He said the lager was terrible. He found real ale to be great in a pub, but too bitter and heavy with curry.
He said with curry, which is spicy and hot, you want something cold and refreshing like a lager. The lager he was given was bland, harsh, fizzy, and bloating. His idea evolved, and he decided to create a beer that had the refreshment of a lager and the smoothness of a beer that would appeal to men and women alike and have a globally appealing taste and accompany all food and in particular curry. He went on to found Cobra Beer just three years later in 1989 at the age of 27 from his London flat. Karan is a true gentleman, and someone I most certainly would have a beer with and, not only that, but I would also definitely learn something from him on the importance of leadership.
By Harvey Thorneycroft
Chapter 24: Lord Karan Bilimoria CBE
It was very useful for CEOs of many of the businesses we worked with in around 2010 to bring in leaders who had shown the qualities of context leadership that we identified in our leadership study.
They were trying to encourage their respective teams to be more innovative, to try things that hadn’t been done before. They even encouraged them to learn from their mistakes. However, they were more interested in how they had built resilience in the face of failure and embraced significant risk.
Many of the examples that were being banded around at the time were from names like James Dyson who made 5,127 prototypes of his vacuum before he got it right. There were 5,126 failures, but he learned from each one. That’s how he came up with a solution.
Facebook in October 2008 announced that it would set up its international headquarters in Dublin and by 2010, Facebook began to invite users to become beta testers, after passing a question-and-answer-based selection process. We were friends with the UK sales Director Stephen Haines, who had recently opened Facebook’s London office and the sort of rhetoric that was being banded around at the time from Mark Zuckerberg was the hacker way which was move fast and break things. The Scrum Guide was being read by many people, developed by Ken Schwaber and Jeff Sutherland to help people and teams solve complex problems.
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