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We will view our unique business lines as such and create bright lines around them. This often results in the formation of stand-alone segment P&Ls with a dedicated team led by a dedicated general manager with an incredible front-line obsession. We call this a segment. If a particular business line isn’t large enough yet (or won’t be for the foreseeable future), it’s okay to create an internal category team to systematically focus and cultivate the potential that exists without the full autonomy and accompanying cost structure of a segment. That means that we may (and very likely will) have one-segment businesses. That’s okay. But seeing unlike portions of the business as such enables us to see each element for what it is (and isn’t). It also enables us to unleash the potential that exists within our teams today by providing autonomy and focus to the entrepreneurs across our business as they overserve our top customers and innovate.

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80/20 tools and KPIs to consider with this principle

• Business unit (BU) leader training
• One to Perfect
• Incremental pricing
• eNPS
• Performance versus jumping-off point (JOP)

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