This YouTube video (uploaded by Oso Trava on Sept 13, 2025) is a conversational interview in which two speakers describe lessons learned at Harvard that changed their view of business. Key points in this chunk: the speaker attended Harvard to help transform a family-owned media company during the pandemic; they reorganized the firm (a corporation was reduced from 200 people to 60); at Harvard they were introduced to Mike Tushman, whose work on ambidextrous organizations (Explore vs. Exploit) influenced their approach; Tushman connected them to consultant Andrew Gibbs (changelogic) to deliver an "organizational and personal renewal" plan. The speaker framed the initiative as a refounding of the organization and convinced their family to try it (offering to pay if it failed).
Questions this video answers
From 200 people down to 60 people.
Mike Tushman.
Ambidextrous organizations (Explore and Exploit).
Andrew Gibbs, consultant from changelogic.
Chapters
You went to Harvard with the idea.
Of transforming the company.
What brought you to Harvard? I was already in the swing of things. What was the situation? I had already been CEO in the.
Media space for a long time. I had already formed the team I wanted. I had already returned to Monterey. We were facing a pandemic. I mainly spoke to my father and.
Told him, hey, dad, we have to start laying the foundations for family governance.
And institutionality because this is going to happen very quickly. Instead of these independent divisions, there was a corporation that governed the decisions.
I broke up that corporation and a.
Corporation of 200 people was reduced to 60. And we started to outline it.
So I said, I'm going to go to Harvard to get rid of all the spiders I had at that time, all the cobwebs. I didn't have a plan to hire consultants anyway. I go and there's a guy, the.
First recommend, named Mike Tushman.
You know that you probably worked at Stanford where all the teachers are rock stars, right? This teacher kept giving me a lot.
Of stuff and I said, he's the one.
So I told him, you know what?
Give me three minutes because I want to talk to you about the situation I'm in and listen to me.
So I'm telling him at the end of a class.
This teacher is the one who defined ambidextrous organizations. A topic called Explore and Exploit. It's kind of where you put economies of scale and economies of scope together, where you have to turn it around. And when you really have the tipping point and you really want to go.
For it and change the company, that's.
When you do it.
If you're at the top or before.
Or when you start to decrease productivity.
Well, you know, anyway, I told him.
And he said, hey, I'm interested in your case.
Call my office, I'll give you an hour. I called the secretary. We had lunch at 12. And she said, at lunch time, from 12 to 1. And he said, I can help you. Look, talk to my ex McKinney partner.
Andrew Gibbs is his name.
His consultant is called changelogic and have.
Him listen to you and make me a deliverable in less than 24 hours.
I said, hey, what's up with this guy?
What did it contain?
A little bit about the history of.
The organization and the steps to follow, quote.
So I finished the course and told them, hey, I'm going to go talk.
Internally to see if you can help me. It's called organizational and personal renewal, like a refounding of the organization.
We go and have the first talk and I tell my dad. Hey, I have this.
