Suro Senen
San Francisco, CA – [Current Date] – In an era defined by unprecedented global uncertainty, where leaders are compelled to make monumental bets on disruptive technologies like AI, navigate complex talent landscapes, and anticipate geopolitical shifts, the fundamental challenge of building an enduring company has never been more pronounced. Simultaneously, a compelling paradox emerges: employees, increasingly seeking stability amidst the chaos, are reportedly nine times more likely to be engaged when they perceive their company as having a secure future. This profound tension – the shaky ground beneath the feet of leadership juxtaposed with the deep human need for steadiness – forms the crucible in which resilient organizations are forged.
This dynamic is at the heart of the journey undertaken by Ninety, a pioneering business operating system, now celebrating its tenth anniversary. Its founder, reflecting on a decade of navigating the intricate currents of entrepreneurship, offers a compelling framework of ten hard-won lessons. These insights, gleaned from years of observation as an investor and board member, and subsequently through the arduous yet rewarding process of building Ninety from the ground up, provide a vital roadmap for leaders striving not just to survive, but to thrive and endure.
The Genesis of Enduring Principles: A Chronology of Insight
The narrative of Ninety’s inception is deeply rooted in a keen observation of recurring organizational frailties. Prior to founding Ninety, the author spent years entrenched in the investment and governance landscape, witnessing firsthand the struggles of otherwise capable teams. A consistent pattern emerged: a pervasive lack of shared vision that fragmented efforts, cultures devoid of a clear purpose, priorities that failed to translate into cohesive, coordinated work, and leaders operating without a holistic, connected view of their company’s intricate operations. These systemic issues, often masked by individual brilliance or short-term successes, ultimately hampered long-term growth and resilience.
It was this persistent gap – the absence of a unified, actionable framework that could streamline operations, foster alignment, and cultivate a robust culture – that spurred the creation of Ninety. The vision was to develop the very business operating system that countless companies desperately needed but lacked. However, the transition from observer to builder meant confronting these same organizational challenges from the inside, experiencing the daily grind and the critical importance of the very principles Ninety sought to enshrine. The past decade has been a testament to the practical application and continuous refinement of these foundational tenets, culminating in a reflection now shared on this significant 10-year milestone.
Supporting Data: Ten Lessons for Lasting Success
The journey of building Ninety into a platform now utilized by over 18,500 companies has yielded a treasury of practical wisdom. These ten lessons, far from being theoretical constructs, are battle-tested strategies for cultivating organizational longevity.
1. Vision and Culture Come First
The enduring wisdom of Peter Drucker, who famously stated that "culture eats strategy for breakfast," resonates profoundly within the Ninety philosophy. It is the bedrock upon which all other organizational elements rest. A clearly articulated vision provides direction and purpose, while a robust, purpose-driven culture acts as a powerful magnet, attracting and, crucially, retaining exceptional talent. In a competitive talent market, where skilled individuals seek more than just compensation, a company’s ethos, its shared values, and its working environment become paramount differentiators. Ninety, for instance, was never conceived to be merely the most affordable tool or the one with the broadest feature set. Instead, its identity was forged around core values of service, stewardship, high trust, and an unwavering commitment to doing the right thing. It was this deeply ingrained culture that provided the necessary ballast, enabling the company to navigate and retain its best people through economically challenging years, proving that values are indeed a strategic asset.
2. Lead with Customer Experience
Every successful enterprise must define its core value proposition, choosing its strategic emphasis from a spectrum that includes lowest cost, relentless innovation, exclusivity, or superior service. Ninety consciously chose service as its cornerstone, a decision that has been rigorously tested and ultimately validated. The true measure of this commitment arrived with the onset of the COVID-19 pandemic, which saw revenue streams evaporate overnight for entire client sectors. The immediate, short-term temptation for many businesses would have been to tighten financial belts by extracting every possible cent from struggling clients. Ninety, however, opted for the antithesis of this approach, extending grace and understanding to customers facing unprecedented hardship. This choice, rooted in genuine empathy, cultivated a profound level of trust and loyalty that no marketing campaign, however extensive, could ever replicate. In the long run, this strategic investment in customer relationships proved invaluable, cementing partnerships that transcended mere transactional exchanges.
3. Build Resilience, Not Perfect Plans
The dynamic nature of the business world dictates that no plan, however meticulously crafted, can withstand the unpredictable shockwaves of reality. What truly distinguishes enduring organizations is their inherent capacity to absorb unexpected blows and continue functioning effectively. This adaptive capacity is the essence of organizational resilience. It stems directly from where an organization consciously chooses to allocate its finite resources – its energy, focus, and capital. Expending energy on elements beyond one’s control – such as volatile market swings, unforeseen regulatory shifts, or the strategic maneuvers of competitors – inevitably depletes the reserves needed to manage what can be controlled. True resilience is built by channeling efforts into internal alignment, flawless execution, and diligent cash management, creating an internal fortress against external storms.
4. Don’t Burn Bridges, Even When Forced into Plan B
The business landscape is replete with unforeseen challenges, some of which necessitate drastic strategic pivots. A particularly poignant example from Ninety’s history involves the dissolution of EOS Worldwide’s licensing program and its subsequent launch of proprietary operating system software. This development delivered a significant "gut punch" to Ninety, whose software had been meticulously built around the EOS ecosystem. The immediate, emotional response might have been to react defensively, sever ties, and retreat. However, Ninety’s leadership deliberately paused, returning to its core values and principles to guide its response. The decision was made to remain agreeable, to focus internally on enhancing its own platform, and to stay true to its foundational ethics. This principled approach paid dividends when, at a later stage, EOS reinitiated contact to re-establish a partnership. The previous grace and integrity allowed for re-engagement on significantly more favorable terms, demonstrating that long-term relationships and reputation often outweigh short-term grievances.
5. Stay Ahead of the Curve, Then Be Patient
Strategic foresight is a cornerstone of sustained innovation. Companies must proactively anticipate the trajectory of global trends and technological advancements, investing in capabilities and solutions before customers even articulate a need for them. This includes integrating cutting-edge technologies like AI into core workflows or introducing sophisticated digital solutions into traditionally analog sectors. However, this ambitious vision must be tempered with a realistic understanding of organizational change. True, systemic evolution within an enterprise is rarely instantaneous; it typically demands a sustained commitment of "two to three years of grinding effort." This lesson underscores the critical balance between visionary leadership and the patient, persistent execution required to transform foresight into tangible, embedded capabilities.
6. Culture Has to Fit the Environment You’re Operating In
The efficacy of an organizational culture is not static; it is intrinsically linked to the external market environment. A culture that thrives in one context may falter, or even break, when the external conditions shift dramatically. For instance, a fast-moving, highly ambiguous domain – such as the rapidly evolving AI sector – necessitates a culture that fosters adaptability, speed, and comfort with uncertainty. Individuals within such an environment must be capable of operating effectively "in the gray area," demonstrating agility, a strong work ethic, and a proactive approach to continuous adaptation. Recognizing this dynamic interplay between internal culture and external market forces is crucial for leaders seeking to maintain organizational relevance and effectiveness.
7. Leadership Demands Evolve with the Organization
The journey of scaling an organization fundamentally alters the demands placed upon its leaders. What constitutes effective leadership at a small, intimate startup of 10 people is markedly different from the requirements of guiding a rapidly expanding enterprise of 100 or 300 employees. Some leaders possess the innate capacity and willingness to continuously expand their skill sets and handle increasing levels of complexity. Others, however, may encounter an invisible "ceiling," struggling to adapt to new operational scales or strategic imperatives. This often necessitates difficult, yet essential, decisions regarding leadership roles. An individual, despite being a "wonderful human and strong cultural fit," might simply not possess the requisite skills or capacity for a more complex leadership position as the company grows. Building an enduring organization demands an honest assessment of what the company truly needs at each stage of its evolution, even if it means making tough personnel choices for the greater good.
8. Own the One-Way-Door Decisions Yourself
Founders are inherently prone to making errors in judgment, and the path to success is often paved with missteps. The key lies in cultivating the humility to acknowledge these mistakes, take ownership, and learn from them. However, certain decisions carry irreversible consequences, akin to passing through a "one-way door." These "one-way-door moments," such as significant organizational restructuring or, most notably, the painful process of letting people go, are profoundly revealing. They expose the true character of the organization and its leadership. While many tasks and responsibilities can be delegated as a company scales, decisions with deep cultural implications cannot be outsourced. Leaders must personally bear the weight of these choices, ensuring they are made with integrity and in strict alignment with the organization’s core values.
9. Build Mechanisms for the Truth to Surface
In thriving organizations, complacency and silence are antithetical to progress. The unspoken issue, the concern that remains unaddressed, frequently metastasizes into a systemic problem. Enduring companies proactively cultivate environments where psychological safety is paramount, fostering shared language and a high degree of trust that empowers individuals to raise concerns early, before they become entrenched. Ninety, for example, intentionally integrates phrases like "succeed or escalate," "what’s working, what’s not," and "what are the growth opportunities?" These seemingly simple linguistic tools are, in fact, powerful mechanisms that grant explicit permission for team members to surface potential issues, initiate critical dialogues, and engage in continuous improvement, thereby preventing minor concerns from escalating into major crises.
10. Remember That Everyone’s Job Is to Help the Organization Win
The success of an organization transcends the sum of individual contributions or the optimization of departmental silos. True organizational victory emerges when every member understands the overarching definition of "winning" and is empowered and willing to "step outside their lane" when the company’s needs dictate. This holistic alignment is precisely where a clear, compelling vision, a set of concise quarterly objectives (often referred to as "rocks"), and an integrated business operating system prove their invaluable worth. These tools serve to transform disparate individual priorities into a cohesive, coordinated effort, fostering transparency and ensuring that everyone is pulling in the same direction towards a shared, collective triumph.
Official Responses and Strategic Outlook
As Ninety marks a decade of operations, now supporting over 18,500 companies globally, the founder’s conviction in these principles is stronger than ever. The journey of building a great organization is candidly acknowledged as a "beautiful mess" – an arduous, humbling process fraught with lessons one might never voluntarily choose. Yet, it is precisely this crucible of experience that forges resilience and deepens wisdom. The strategic outlook for Ninety, and indeed for any enterprise aspiring to endure, is rooted in a philosophy of unwavering commitment: to "love the game" of entrepreneurship, to excel in the core work, to maintain a posture of humility, to extend grace to others, and to relentlessly pursue self-improvement.
This reflective posture underscores a critical "official response" to the volatile business climate: that the path forward, irrespective of external turbulence, lies in internal fortitude and principled action. The proliferation of Ninety’s platform is a testament to the widespread need for structured operational clarity and cultural alignment in navigating complexity. The lessons articulated are not merely anecdotal; they represent a codified approach to fostering organizational health and longevity.
Implications for the Future of Business Leadership
The insights garnered from a decade of building Ninety carry profound implications for the broader business ecosystem. For entrepreneurs and leaders across industries, these lessons serve as a universal blueprint, adaptable to diverse organizational scales and market sectors. They emphasize that while technological innovation is crucial, it is the underlying human and cultural infrastructure that ultimately determines an organization’s capacity for sustained success.
In an increasingly interconnected yet fractured world, the stability and ethical conduct of businesses contribute significantly to economic stability and societal well-being. Companies built on principles of service, resilience, and transparent communication are better equipped to weather economic downturns, adapt to technological paradigm shifts, and foster positive relationships with employees, customers, and stakeholders.
The role of business operating systems, exemplified by Ninety, extends beyond mere task management; they become facilitators of these enduring principles. They provide the structural scaffolding that enables vision to translate into action, culture to permeate daily operations, and truth to surface efficiently. As the global landscape continues its rapid evolution, demanding unprecedented levels of agility and foresight, the emphasis on building inherently resilient and principled organizations will only intensify. The legacy of a decade at Ninety suggests that those who embrace the "beautiful mess" with humility, grace, and an unyielding commitment to fundamental truths will not only find a way forward but will emerge stronger, contributing meaningfully to a more robust and adaptive global economy.
Azzam Bilal Chamdy
Lina Hope
Ammar Sabilarrohman
Asep Darmawan
Asro
Layla Zulfa
Nila Kartika Wati
Muslim