How CEOs Hone and Harness Their Intuition
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In 2008, Uber seemed like a terrible idea. Regulatory headwinds, an unproven business model, and the unsettling proposition of summoning a stranger’s car from a smartphone app made most seasoned investors balk. On paper, it didn’t make sense. But a handful of early backers felt something else. Not certainty, but clarity. Something internal clicked.
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