Importance of Speed in Business

The same people hunting for discounts on Myntra are paying ₹1,500 for instant fashion on Zepto. This isn't just another retail trend. It's a complete reversal of how we understand fashion buying. Urban consumers have started treating fashion like groceries, demanding immediate delivery for immediate needs. Think about it. That Saturday evening party outfit can't wait three days.  The campus event tomorrow needs the perfect look today. Quick commerce understood this shift before traditional retail even noticed and quick commerce platforms are specifically targeting trend-conscious urban customers and Gen Z. Why? Because they're willing to pay ₹500 to ₹1,500 on Zepto or ₹1,400 to ₹1,600 on NEWME for 25 to 60 minute delivery. The implications for fashion brands are staggering. Expanding inventory to new regions now requires: → Tech-led demand prediction systems → Understanding hyperlocal preferences → Building distributed warehouses → Tracking regional buying patterns Brands studying fashion demand must consider completely new factors. Weekend travel creates spikes in metro cities. Festive seasons hit differently across regions. Occasion-based purchases drive impulse buying. Each locality has its own style DNA. Traditional retail spent decades perfecting central warehouses and seasonal collections. Quick commerce demands the opposite. Small inventory points everywhere. Weekly design drops. Regional customization. Fashion has entered the 10-minute economy, and there's no going back. What's one fashion emergency that made you wish for instant delivery?

Over 15 years of Duolingo, one principle has remained consistent: "Clock speed". The term comes from computer processors. A CPU's clock speed measures how many instruction cycles it can process per second. Higher clock speed = faster computing. At Duolingo, we've borrowed this concept to describe our pace of execution. Clock speed focuses on minimizing gaps between actions: between decision and implementation, between feedback and iteration. Many organizations slow down as they grow. Decisions take longer. Approvals multiply. Momentum dies. Here's what we do differently: - We don't wait for next month's meeting to solve today's problem - We ruthlessly prioritize what moves the needle - We test ideas rather than debating them endlessly - We make decisions and commit to them Of course, there are caveats here. Different parts of our company move at different speeds. Our monetization team has a clear incentive: every day they delay launching a feature costs us real money. But for our language learning team, the cost of waiting isn't as immediately measurable. I've found our fastest teams share one trait: they're willing to make decisions quickly and with conviction. And that, more than anything, helps us maintain our clock speed.

Choose speed over perfection.   I've always emphasised organisational speed, an underrated virtue.   Striving for perfection can seem admirable - a mark of elevated standards and thorough consideration. But it restricts pace, which I frequently find exasperating.   Speed is not just a competitive edge but essential. Delaying decisions to pursue the “perfect” outcome can result in missed opportunities, whereas making swift decisions allows you to adapt, learn, and stay ahead. Speed doesn’t mean skipping due diligence—it means executing efficiently within constraints. It’s about creating systems that allow rapid, informed decisions, not endless debates.   But seek speed appropriately - never sacrificing safety, integrity, or compliance. Thoroughness is critical in decisions where safety or irreversible outcomes are at stake. Speed wins hands down in areas where agility and iteration add value—like product launches or market entries.  So, why do I think speed is critical?   Momentum matters; it enhances confidence: A wise choice made today encourages advancement. Hoping for the unattainable “perfect” choice frequently results in inaction and disappointment. In industries like telecom, tech and medtech, where I’ve spent years, speed isn’t optional—it’s survival. Disruptors move fast; incumbents must match their pace or risk irrelevance. Mistakes facilitate learning: moving at pace enables faster comprehension. Imperfect decisions can offer important lessons that perfection postpones. Every decision generates data—good or bad. The faster you act, the quicker you collect insights that fuel the next iteration. Flexibility drives creativity: When flawless outcomes aren’t the primary objective, teams are more inclined to explore, revise, and develop daring, big solutions.   Decentralised decision-making enhances this impact. When teams closest to the problem own the solution, they act faster and produce more innovative results. This agility outperforms top-down management. Yet, here's the irony: selecting speed doesn't imply forsaking careful consideration. It's about recognising when 80% suffices for taking action. The real skill of leadership is found in this equilibrium. The bottom line: The cost of waiting for perfection isn’t just time—it’s the opportunities you let slip by as the world moves on. When it becomes part of the organisational DNA, speed fosters urgency, accountability, and a competitive edge. Culture eats strategy for breakfast, and speed is the engine behind the execution. Many of the most significant breakthroughs arose not from flawless strategies but from people and groups ready to take bold actions which continuously iterate and swiftly adapt. Personally, this approach has never let me down in leadership. If I had waited for perfection, I wouldn’t have had the privilege of learning from bold moves—or the occasional misstep that taught me even more.

“Creators are the startups of Hollywood.” – Neal Mohan So what does that actually mean? We’ve sat down with hundreds of creators on The Colin and Samir Show, and I’ve started to write down a four principles that embody this idea. 𝟏. 𝗪𝗲 𝗯𝘂𝗶𝗹𝗱 𝗠𝗩𝗣𝘀 𝗼𝗳 𝗰𝗼𝗻𝘁𝗲𝗻𝘁 𝗳𝗼𝗿𝗺𝗮𝘁𝘀 — 𝗳𝗮𝘀𝘁. Startups test minimum viable products to find product-market fit. Creators do the same — we test for content-market fit. Adam Faze built a show called Bodega Run. It got 40 million views on the first episode, then started to taper. Four weeks later, he canceled it. He went from concepting, launching, finding an audience, and shutting it down faster than it takes most Hollywood meetings to get set — and it cost him just $3,500. Not because it failed, but because it taught him what didn’t scale. Creators launch, learn, and move on faster than traditional studios ever could. Making a show today requires an idea, a phone, and an internet connection. That’s basically it. 𝟐. 𝗪𝗲 𝘁𝗿𝗲𝗮𝘁 𝗳𝗮𝗶𝗹𝘂𝗿𝗲 𝗮𝘀 𝗮 𝗳𝗲𝗮𝘁𝘂𝗿𝗲, 𝗻𝗼𝘁 𝗮 𝗳𝗹𝗮𝘄. Steven Bartlett told us he has an actual “failure team.” Their entire job is to experiment, fail fast, and extract insights. That mindset is the opposite of how big studios operate. In Hollywood, failure ends projects, because it's too expensive and too high risk, so it's avoided. For creators, failure informs the next project. The faster we get there, the better. And because of how long we've all been on the internet, embarrassment is just part of the deal. So trying and failing doesn't feel as risky or scary. 𝟑. 𝗪𝗲 𝗯𝘂𝗶𝗹𝗱 𝘄𝗶𝘁𝗵 𝗼𝘂𝗿 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲, 𝗻𝗼𝘁 𝗳𝗼𝗿 𝘁𝗵𝗲𝗺. In traditional media, you make a show, release a season, and hope people like it. Creators do the opposite — we co-create with our audience in real time. KSI’s Reddit series is a perfect example. His fans post feedback, memes, and stories — and he reacts to them in the next video. The audience isn’t just watching; they’re shaping the content itself. That collaboration builds something more powerful than viewership — it builds community, and a sense of ownership over the content. 𝟒. 𝗪𝗲’𝗿𝗲 𝗯𝗼𝘁𝗵 𝗱𝗮𝘁𝗮-𝗯𝗮𝗰𝗸𝗲𝗱 𝗮𝗻𝗱 𝗴𝘂𝘁-𝗱𝗿𝗶𝘃𝗲𝗻. Every creator we’ve interviewed knows their numbers — retention, click-through rate, average view duration. We study audience behavior the same way a startup studies user data. But data alone doesn’t make great content. The best creators pair what the numbers say with what their instincts feel. We’re authentic members of the internet and the platforms we create on — which gives us the instincts to understand what makes something worth watching. That combination of intuition and insight is what drives innovation in this space. Creators trust their gut to take creative risks, then use data to see if those risks paid off. If you’re creating media today, these four principles are absolutely necessary to compete.

Speed is not a soft skill. It is a signal. Every minute a response is delayed, prospects begin forming their own story about a brand. In one comparison between two vendors contacted on the same day, one responded within minutes with a clear, thoughtful reply. The other followed up days later with an apology for the delay. Nothing about pricing or product differed, yet trust formed instantly toward the faster responder, long before any sales conversation began. That is the quiet reality of response time. In B2B, trust is rarely built only through presentations or proposals. It forms in everyday interactions, inbox replies, DMs, and comment threads. A timely, human response communicates organization, attentiveness, and respect. A slow response, even with good intentions, can feel like disinterest. In markets where offerings often look similar, perception becomes the differentiator, and speed shapes that perception. This week’s newsletter explores why response time is more than an operational metric. It is a trust signal. The piece breaks down the psychology behind fast engagement and shares a practical framework for building responsiveness into systems without sacrificing quality. For teams thinking about reputation, pipeline momentum, and buyer confidence, it is a timely read.

Failing Is Good. Sharing Failure Is Great—Here’s Why (and the Difference) There’s a saying in leadership: “Fail fast, learn fast.” It’s useful, but here’s a more brutal truth I see every day as an executive coach—failing is good, but sharing your failure? That’s where greatness lives. Why? Because when you keep your setbacks to yourself, you learn and (hopefully) adapt. Good leaders do this all the time: they make mistakes, reflect quietly, and get a little bit better. But great leaders zoom out. They turn their tough moments—botched launches, missed deals, the uncomfortable conversations—into teachable stories for their teams. They debrief openly, admit what went sideways, and let others in on the real lessons. That’s not just transparency—it’s leadership with leverage. It shifts a culture from “hiding shortcomings” to “shared growth.” From my coaching chair, here’s what I see: → Teams led by “silent learners” improve slowly and in silos. → Teams led by “story-sharers” (even the humble, unpolished ones) build trust and adapt at light speed. My best work isn’t about helping leaders hide their failures. It’s helping them find language, timing, and confidence to share it: “Let’s dissect this together. Here’s what I missed, what I learned, and what I want us all to watch for next time.” The difference? Good leaders bounce back. Great leaders multiply learning. If you want to unlock not just your own growth but your entire team’s potential, start here: → Normalize quick, safe failure debriefs after every big project. → Model vulnerability. Admit you miss first. → Ask your people: “What would you do differently?”—and listen, really listen. → Set the expectation: we’re here to share learnings, not to get it perfect the first time. In leadership, it’s not how you fall that changes your culture; it's how you respond. It’s who learns—and how many—from how you get back up. Coaching can help; let's chat. Enjoy this? ♻️ Repost it to your network and follow Joshua Miller for more tips on coaching, leadership, career + mindset. #executivecoaching #leadership #professionaldevelopment #growthmindset #careeradvice #learning #success

In the early days of Gem, a senior engineer walked into our hiring process with an exploding offer from a unicorn-status Airtable already in his pocket. He casually mentioned he expected offers from Stripe and multiple others by week's end. We hadn't even screened him yet. This is precisely the moment most startups lose their dream candidates. We didn't. Instead, we dropped everything. Scheduled his initial screen for that same day. Then blocked the entire onsite panel across that afternoon and the next morning. "We're getting everything on the calendar now," we told him. "We'll sync after the screen to confirm next steps, but let's have it all scheduled." Most companies would say, "Let's see how the screen goes first." Most companies also don't get their dream candidates. We ran the debrief immediately after his final onsite and delivered an offer within 48 hours. The candidate was legitimately shocked by our velocity. Even though Stripe and others came through with packages 30% higher than ours days later, he chose Gem. His exact words: "If you move this fast in hiring, I know I'm joining an engineering culture that actually values speed." I've watched this exact scenario repeat dozens of times since. Speed isn't just a “nice-to-have” in recruiting. It's everything. It matters for big companies, but it's literal life-or-death for startups competing against deeper pockets. Every day you delay is another day for competitors to make their case. Every extra step is another chance for the candidate to lose enthusiasm. Pro tip: When you're racing against the clock with high-value talent, proactively schedule all next steps at once - even if you're not sure you'll proceed. It signals serious commitment, creates momentum, and can compress your hiring timeline from weeks to days. The best candidates are evaluating your company by how you run your processes. Show them you move fast.

Asda raises the bar on rapid‑grocery – and the need for speed just escalated Asda is stepping up its game in ultra‑fast grocery delivery via a new multi‑year preferred partner deal with Uber Direct. The one‑hour service, originally enabled from ~300 superstores, was expanded by 10 additional locations in H2 2025. This new agreement aims to cover still more locations in 2026 and to support larger‑basket orders for weekly grocery shopping. Why it matters? - In a market where convenience and immediacy are becoming core differentiators, Asda is positioning itself not just as a value‑retailer but as a convenience leader. - The service now enables large‑basket orders (i.e., full grocery shops) to be delivered in as little as one hour — historically a challenge in grocery logistics. - At the same time, we see competitive escalation: Morrisons launched its own rapid‑delivery variant, Morrisons Now, offering up to 30 items delivered in ~60 minutes, rolling out from 158 stores to 420 stores by end‑October 2025, at a £4.50 delivery fee and £15 minimum order. The need for speed The grocery channel is moving rapidly: consumers expect next‑level convenience, not simply online ordering but immediate fulfilment. Asda’s move reflects recognition that speed is now part of the table stakes. Morrisons’ “Now” offer reinforces that the broader industry is responding with similar rapid‑delivery propositions. Key facts & figures - Asda’s one‑hour delivery service launched via Uber Direct from ~300 stores, expanded by 10 more in H2 2025. - Morrisons Now: available initially in 158 stores, target ~420 stores by end‑October 2025. Minimum order £15, fee £4.50. Order size up to 30 items. Delivered in “as little as 60 minutes”. - Asda has partnered with Uber since 2021 for on‑demand delivery; this recent agreement strengthens that tie‑up Implications - For Asda, this is a capability play: logistics, technology and service levels become competitive assets. - For competitors, the pressure is rising: if one major grocer offers large‑basket one‑hour delivery, others must match or differentiate on other dimensions (price, store experience, loyalty). - For investors and analysts: margin implications matter — rapid delivery often costs more; scale, utilisation, and delivery density will determine if this is sustainable. - For customers: the expectation of “get it now” is shifting from apps and convenience stores to mainstream grocers and full‑basket online shops. #retail #fmcg #grocerydelivery #lastmile #quickcommerce #omnichannel #ecommerce #uber #asda #morrisons #ukretail #britain #unitedkingdom #europe #supermarket #logistics #expressdelivery #customerexperience #deliveryinnovation #foodtech #retaitech #mobilitytech #retailstrategy #retailnews #startupcollaboration #digitalretail #onlinesupermarket #deliveryservice #couriernetwork #weeklyshop #retailtransformation

I keep going back to the story of Netflix and its competitor. Not because it’s a classic business case, but because it’s a masterclass in how leadership choices shape outcomes. The competitor saw the shift to streaming. They had the data. They had the resources. They even had early plans. But they also had a mindset: “Let’s study this more. Let’s build the perfect strategy. Let’s make sure we get it right.” Meanwhile, Netflix was already moving - launching messy versions, learning from users, adapting quickly. Same industry. Same insight. Two very different ways of leading. Yes, there were other factors : market conditions, financial pressure. But the speed of decision-making made all the difference. And I’ve seen this play out in real time across industries, boardrooms, and ambitious teams. We often think the boldest leaders are the loudest ones. But sometimes, bold leadership looks like this: → Launching with 60% clarity instead of waiting for 100% certainty → Making micro-moves while others build macro-decks → Saying, “Let’s test it” instead of “Let’s rethink it” The competitor waited for perfect information. Netflix optimized for perfect timing. In a fast-moving market, that difference can be decisive. Even in slower-moving sectors, the principle holds - waiting too long carries its own risks. And that single leadership choice shaped the future of an entire industry. So when teams tell me, “We’re still thinking about it” or “We just want to be sure,” I pause. Because in fast-moving markets, clarity often comes after you act, not before. Not every decision should be rushed - but most opportunities won’t wait until you feel completely ready. The market doesn’t reward your best version. It rewards your fastest learner. What’s one idea you’ve been holding back, waiting for the “right time” to start? 👇 #LeadershipPerspective #NetflixVsBlockbuster #BusinessDecisions #SpeedOfExecution #StrategicLeadership #DipalisView #LeadershipReflection #BuildToLearn #DecisionMaking

I never thought I would need an AI bot for a one-person resume writing business Running this business in India taught me something important. Resume writing is not a slow, considered purchase. It is an impulse decision. Here is what kept happening: People would message me, sometimes in a panic. They had just seen a dream job. They had just been rejected. They were frustrated and wanted help now. I would be in the middle of something and reply an hour later. By then, they were gone. At first, I thought maybe they found someone cheaper. Or changed their mind. But after losing dozens of leads, I started tracking response times. That is when I saw the pattern. If I did not respond within 5 minutes, 80 to 90 percent never converted. Not because my work was not good. Not because they no longer needed help. But because the emotional urgency had faded. They either tried to fix it themselves, asked a friend, or went with the first person who replied. That is when it hit me. This is no different from quick commerce. People order groceries or food in minutes. When they want something, they want it now. The same applies to professional services when urgency meets emotion. So I changed how I worked. I started using instant replies. I kept polite, ready-made responses ready for when I was busy. I made sure no inquiry waited more than a few minutes. Nothing else changed. Not the product. Not the price. Just the speed. And conversion rates went up immediately. Lesson learned: In service businesses, speed is not just good service. It is everything. Find the moment when your customer feels the strongest pull toward your service. Remove every delay between that moment and your reply. Sometimes the smartest business move is not a new strategy, a new ad, or a new discount. It is simply being first when it matters most. Running a business in India is like a personal MBA