The meaning of the Greek word parados from which we take paradoi?

  • the first choral passage in an ancient Greek drama recited or sung as the chorus enters the orchestra
  • a passage in an ancient Greek theatre between auditorium and skene by which spectators had access to the theatre and actors might come and go during a play

Paradoi inspires investors and firms to grow and defend business value in an age of digital disruption.

We build digital businesses hands-on.   We grow an idea by identifying the opportunity, hammering together a value-driven action plan and physically operating the firm through to maturity.  Having proven the model, we invite investment to grow the business further.

We provide strong value leadership to other businesses through advice, projects and a whole of company management.   For many businesses, large and small, the day-to-day gets in the way of long-term value creation.   This project easily becomes chaotic, in the context of the hyper-competitive digital economy.  We help you navigate these hazards whilst boosting measurable business value.

Core principles

  • Deep respect and affection for people who take the risk to build a business
  • Interest in the way that people work together in stressful situations – and how stress impacts on the business environment
  • Longevity – I believe in emotional compound interest and that the value of relationships grows over time
  • Truth  – I value truth in business.  I want to know what is happening and why because that is the only way we will sort things out and move forward
  • Transparency – I love uncovering unknowns in a business – getting the problem out around a table and coming up with solutions that work

Conclusion

We are the middle of dramatic change to the way organisations are run and how they grow.   So it seems that new models of organisation are being invented every day.   The passing of cradle to grave employment patterns,  collaborative rather than directive leadership and the democratisation of intellectual property and ideas is jumping over traditional ways of managing and organising.   

There are so many ideas and opportunities to grasp that it goes beyond the reach of one individual or even one team to take full advantage of. It requires developing and maintaining an ever-changing network of collaborators.  As a recent article in The Economist’ noted:  

New companies also exploit new technology, which enables them to go global without being big themselves. Startups used to face difficult choices about when to invest in large and lumpy assets such as property and computer systems. Today they can expand very fast by buying in services as and when they need them. They can incorporate online for a few hundred dollars, raise money from crowdsourcing sites such as Kickstarter, hire programmers from Upwork, rent computer-processing power from Amazon, find manufacturers on Alibaba, arrange payments systems at Square, and immediately set about conquering the world. Vizio was the bestselling brand of television in America in 2010 with just 200 employees. WhatsApp persuaded Facebook to buy it for $19 billion despite having fewer than 60 employees and revenues of $20m. Three objections hang over the idea that this is a revolution in the making. The first is that it is confined to a corner of Silicon Valley. Yet the insurgent economy is going mainstream. Startups are in every business from spectacles (Warby Parker) to finance (Symphony). Airbnb put up nearly 17m guests over the summer and Uber drives millions of people every day. WeWork, an American outfit that provides accommodation for startups, has 8,000 companies with 30,000 workers in 56 locations in 17 cities.