Chris Collins argues that the common urge to chase novelty (new ideas, software, AI) can be harmful when it distracts from executing fundamentals. He describes a "no new ideas" stance used to force focus on blocking-and-tackling work, citing examples where CRM or digital-inspection tech failed to deliver because basics were neglected. The piece advocates prioritizing execution and core operations over constant novelty.
There's the novelty of it, which novelty is new and we like to have new ideas. Like everybody loves to have a new idea. In fact we many times here have or I have instituted a no new ideas policy. We just got to do the stuff we're doing. Yeah, we just got to execute on the basics like no new ideas. And that doesn't mean that we're not looking to innovate. But what it means is like people naturally are attracted to new and novel things and in, you know, in our industry especially like how many people had a CRM and nobody used it or how many people had digital inspections and they made your sales go down and they didn't work. And like we love the new thing. We love software, we love tech, we love AI, we love all this stuff. But at the end of the day the, the real money is made in the blocking and tackling and.
