What Moneyball Taught Me About Leading Business Transformation

A few months ago, I found myself staring at what felt like an impossible challenge: leading a major business transformation initiative. The mandate was clear—new vision, new operating model, better outcomes. But the reality? It felt like being asked to rebuild a plane while flying it.

Our legacy systems were a tangled mess. Departmental silos had become fortresses. The budget was tight, and frankly, people were skeptical about yet another “transformation” effort. I knew that if we took the traditional approach, we’d get traditional results—and in today’s market, traditional results aren’t enough.

That’s when I turned to an unexpected source of inspiration: a baseball movie I’d watched years earlier called Moneyball.

More Than Just a Sports Story

Moneyball tells the remarkable true story of Billy Beane, general manager of the Oakland A’s, who revolutionized baseball by using data analytics and unconventional thinking to build a competitive team on one of the smallest budgets in Major League Baseball.

Rewatching it through the lens of my transformation challenge, I realized this wasn’t just a sports film—it was a masterclass in strategic problem-solving. Here are the key lessons that shaped our approach and the results we achieved.

1. Challenge the Fundamental Assumptions

In Moneyball, Beane refuses to accept the traditional way of evaluating players. While other teams focused on appearances, experience, and gut instinct, he asked a different question: What actually wins games? The answer was simpler than anyone expected—getting on base.

We needed to do the same thing in our business. Instead of optimizing our existing processes, we questioned everything:

Are we measuring what actually drives value?
Are we solving for impressive presentations or real outcomes?
Do our long-held assumptions still apply in today’s market?

This led us to discover that many of our key performance indicators were essentially vanity metrics. We replaced them with leading indicators that actually predicted success. The shift was uncomfortable at first, but it transformed how we made decisions.

The takeaway: Don’t just optimize within your current framework. Sometimes you need to redesign the framework itself.

2. Turn Limitations Into Innovation Drivers

The Oakland A’s had a payroll that was a fraction of teams like the New York Yankees. But instead of seeing this as a disadvantage, Beane used it as a forcing function for creativity. He and analyst Peter Brand found undervalued talent that other teams overlooked because they were thinking differently about the problem.

We faced similar constraints—minimal budget, tight timelines, and no ability to bring in external resources. But these limitations pushed us to think smarter:

We automated repetitive, low-value work to free up our people for high-impact activities
We identified hidden talent within our organization and gave them opportunities to contribute in new ways
We simplified ruthlessly, focusing only on what would move the needle

The lesson: Constraints aren’t roadblocks—they’re creativity catalysts that force you to find more elegant solutions.

3. Let Data Drive Decisions, Not Opinions

Moneyball fundamentally changed how baseball decisions were made by replacing gut instinct with evidence. Beane didn’t just collect data—he used it to challenge biases and guide action, even when it was unpopular with traditionalists.

We implemented a similar philosophy in our transformation:

Real-time dashboards replaced lengthy status meetings
We tested changes on a small scale before rolling them out broadly
Opinion-driven debates were replaced with measurable hypotheses

This shift wasn’t always comfortable—some team members felt like their experience was being devalued. But as people started seeing better outcomes, trust in the approach grew. Data became our common language for making decisions quickly and confidently.

The insight: Use data not just to inform decisions, but to align teams and scale successful changes across the organization.

4. Build Systems, Not Dependencies

The A’s didn’t win by signing one superstar player. They created a system where each team member contributed predictably based on their specific strengths. The whole became greater than the sum of its parts.

In business, we often chase “rockstar hires” or rely on heroic individual efforts. But sustainable transformation comes from building systems that work regardless of who’s involved:

We distributed ownership across teams instead of concentrating it in a few key people
We clarified workflows so anyone could step in and contribute effectively
We started rewarding consistent delivery over dramatic saves

The shift from celebrating firefighters to recognizing fire prevention might seem subtle, but it fundamentally changed our culture. We moved from siloed excellence to cross-functional flow.

The principle: Focus on creating repeatable, resilient processes rather than depending on individual heroics.

5. Have the Courage to Stay the Course

One of the most powerful scenes in Moneyball shows Beane trading away players who refused to adapt to his strategy. It was bold, risky, and necessary. He understood that transformation requires commitment, especially when it’s uncomfortable.

I faced similar moments throughout our transformation—pushing for process changes that upset stakeholders, discontinuing products that were emotionally important but commercially irrelevant, and holding firm when pressure mounted to “go back to the old way.”

Transformation is inherently painful because it requires letting go of familiar approaches. But giving in to comfort kills progress. The teams and organizations that succeed are those willing to endure short-term discomfort for long-term advantage.

The reality: Strategy means saying no to good opportunities so you can say yes to great ones. Transformation means holding the line when it’s hardest.

Where We Stand Today

We’re not finished—transformation is an ongoing journey, not a destination. But we’ve made significant progress. Our decision-making is clearer and faster. Our teams are more empowered and aligned. We’re solving the right problems instead of just solving problems right.

Most importantly, we’re no longer afraid to challenge ourselves. We’ve built a culture that questions assumptions, tests hypotheses, and adapts quickly when we learn something new.

And it all started with a weekend movie that reminded me of some fundamental truths about leadership and change.

The Deeper Lesson

Moneyball taught me that strategic leadership isn’t about having all the answers. It’s about having the courage to ask the right questions, reframe problems in new ways, and persist when conventional wisdom says you’re wrong.

Transformation isn’t about playing the existing game better—it’s about playing a different game altogether. It’s about finding new ways to create value, serve customers, and compete in markets that are constantly evolving.

The businesses that thrive in the coming decade won’t be those that perfect yesterday’s playbook. They’ll be those brave enough to write tomorrow’s.

What unexpected sources have shaped your approach to leadership and transformation?

The Unlikely Unicorn: What Flash Express Taught Me About Dreaming Big!

There’s something deeply moving about watching someone prove the doubters wrong. When I first heard about Komsan Lee’s story—a guy from Chiang Rai who turned Thailand’s logistics nightmare into the country’s first billion-dollar startup—I couldn’t help but think about all the times I’d been told my own ideas were too ambitious, too risky, or just plain impossible.

Netflix’s “Mad Unicorn” dramatizes his journey with Flash Express, and while some details are fictional, the heart of the story rings true. It’s about more than building a unicorn company. It’s about what happens when ordinary people refuse to accept that things can’t be different.

When “Impossible” Becomes Your Starting Point

Back in 2017, Thailand’s delivery landscape was broken. If you lived outside Bangkok, good luck getting your package quickly or cheaply. The big players had gotten comfortable charging high prices for mediocre service, especially to smaller cities and rural areas.

Enter Komsan—not your typical tech founder. No fancy MBA, no Silicon Valley connections. Just an industrial engineer with a stubborn belief that delivery could be done better. When Flash Express launched with ฿25 per parcel, industry veterans probably rolled their eyes. The math didn’t seem to work.

But here’s what I find fascinating: sometimes the “impossible” price point isn’t impossible at all. It just requires thinking differently about everything else. Flash didn’t just cut costs—they reimagined the entire process. They proved that when you’re truly obsessed with solving a problem, you find ways that others never bothered to look for.

The Beautiful Chaos of Rapid Growth

Watching Flash explode from 50,000 parcels a day to over 2 million in just one year must have been exhilarating and terrifying in equal measure. I imagine Komsan felt like he was building the plane while flying it—opening over 1,300 distribution hubs, managing courier networks, trying to keep the technology from buckling under pressure.

Growth like that breaks things. Systems crash. People burn out. Customers complain. I’m sure there were moments when Komsan wondered if he’d bitten off more than he could chew. But the alternative—playing it safe, growing slowly—might have meant giving competitors time to catch up.

The lesson here isn’t just about speed. It’s about accepting that building something meaningful is inherently messy. Perfect plans are for people who aren’t trying to change anything important.

Thinking Beyond the Obvious

What strikes me most about Flash’s evolution is how naturally they expanded beyond just delivery. Flash Fulfillment for warehousing, Flash Money for financial services—each addition made perfect sense once you understood their customers’ real needs.

This wasn’t feature creep. This was empathy in action. When you’re genuinely focused on making your customers’ lives easier, you start seeing all the other pain points in their journey. In Southeast Asia especially, people don’t want to juggle five different services. They want someone who understands their entire workflow.

The best businesses don’t just solve one problem—they solve the constellation of problems that surround it.

The Parts They Don’t Show in the Headlines

“Mad Unicorn” does something most business stories skip: it shows the human cost. The sleepless nights, the relationship strain, the moments of crushing doubt. Success stories get sanitized, but the real story is always messier.

I think about the times Komsan must have questioned everything. When deliveries were backing up, when couriers were complaining, when investors were asking hard questions. The temptation to quit, to go back to something safer, must have been overwhelming.

But resilience isn’t just about pushing through. It’s about finding meaning in the struggle. When you’re solving something that matters—really matters—the pain becomes bearable because you know why you’re enduring it.

The Power of Local Understanding

Here’s something that global investors eventually figured out: Flash Express succeeded not despite being deeply Thai, but because of it. They understood the geography, the culture, the specific challenges of Thai e-commerce in ways that foreign companies couldn’t replicate.

This gives me hope for entrepreneurs everywhere who feel like they’re too far from the “center” of innovation. Your distance from Silicon Valley isn’t a disadvantage—it’s your secret weapon. You see problems that others miss. You understand nuances that others overlook.

The world needs more solutions built by people who actually live with the problems they’re solving.

What This Means for the Rest of Us

Flash Express became Thailand’s first unicorn, but the real story isn’t about the valuation. It’s about what becomes possible when someone refuses to accept the status quo.

Whether you’re building something in Lagos, Mumbai, or a small town in Kansas, the principles are the same: Find a problem that genuinely bothers you. Understand it better than anyone else. Build something that works. Keep going when others quit.

The next time someone tells you your idea is too ambitious, too risky, or too different, remember Komsan Lee. Remember that some of the most important companies in the world started with someone who simply refused to believe that things had to stay the way they were.

Sometimes the most powerful thing you can do is prove that impossible is just another word for “no one’s tried hard enough yet.”

And if you hit a wall along the way? Do what Komsan did: break it down, deliver the package, and keep moving forward.

Because the world needs more people who believe that things can be different—and who are willing to do the work to make them so.

What Squid Game Season 3 Taught Me About Business Transformation

By James, Consultant in the Arena

It was 2:15 a.m. on a Saturday night, and I was slouched on my couch with my laptop closed, mind racing from another brutal week of transformation consulting. Three weeks into leading a global change initiative for a major client, I already felt the cracks forming. Competing stakeholders, impossible deadlines, and politics disguised as strategy had left me drained. So I did what any exhausted consultant might do—I opened Netflix.

What I didn’t expect was for Squid Game Season 3 to become my unlikely business mentor.

What started as weekend escapism turned into a masterclass on power, pressure, and leadership. Below are the seven lessons that changed how I approach transformation—not just in business, but in life.

1. Even Good Intentions Can Become Harmful

In the show, Gi-hun reenters the deadly games with noble intentions: to dismantle the system from within. But the deeper he goes, the more he’s forced to betray his own values and hurt the people he’s trying to save.

Watching this unfold, I saw an uncomfortable reflection of myself. I’d entered my transformation project with a clear vision—lean operations, empowered teams, better outcomes for everyone. But somewhere along the way, I’d become obsessed with velocity, pushing changes onto people instead of working with them. My good intentions had become a form of organizational violence.

The lesson: Purpose doesn’t excuse harm. In business, good intentions need good execution, or they become just another form of control. The road to transformation hell is paved with urgent timelines and stakeholder demands.

2. Systems Thrive When No One Questions Them

One of the most chilling aspects of Squid Game is how the brutality persists because everyone—players, guards, and even viewers—just accepts it as inevitable. No one disrupts the game because “that’s just how it works.”

In my corporate world, this looked like senior leaders allowing inefficiencies to fester, not out of malice, but out of fear of rocking the boat. Broken processes continued because “we’ve always done it this way.” And I realized I was becoming part of that silence, delivering outputs instead of addressing root causes.

The lesson: If we don’t challenge the broken systems we inherit, we end up reinforcing them. True leadership isn’t about playing along—it’s about having the courage to call time on the game entirely.

3. Hope Can Be Both Powerful and Dangerous

Throughout the series, hope keeps players alive, driving them forward through unimaginable horror. But that same hope also blinds them to what they’re losing—their humanity, their relationships, their souls.

I realized I’d been selling the same kind of dangerous hope to my client. Behind my glossy PowerPoints and success metrics were exhausted teams, skeptical managers, and quiet resistance that I’d been too optimistic to acknowledge. I was offering false hope instead of honest progress.

The lesson: Real transformation honors reality. Hope must be earned through small wins and genuine progress, not sold through inspiring rhetoric. Sometimes the bravest thing isn’t to inspire—it’s to admit, “We’re not there yet, and here’s why.”

4. True Strength Lies in Strategic Sacrifice

Gi-hun doesn’t win by outlasting everyone else—he succeeds by knowing what to give up and when. This realization shook me to my core.

I’d been clinging to control like my life depended on it—owning every meeting, every slide, every decision. But leadership in transformation isn’t about dominance; it’s about empowerment. I needed to step back so others could step up. I had to sacrifice my need to be the hero so the team could become their own heroes.

The lesson: In complex change initiatives, your value isn’t measured by your visibility but by your willingness to make others visible. Sometimes the strongest move is knowing when to let go.

5. Spectacle Numbs the Soul

One of the most unsettling aspects of Squid Game Season 3 is how we, as viewers, become desensitized to the violence. What shocks us in episode one barely registers by episode nine. The blood becomes background noise.

I recognized this pattern in my own work. I’d been watching transformation dashboards light up green while ignoring the human toll. Good numbers, broken people. I was celebrating metrics while my team was burning out in real time.

The lesson: Metrics matter, but meaning matters more. If your KPIs are glowing while your people are burning out, you’re not winning—you’re watching something die in real time. Never let the spectacle of success blind you to its human cost.

6. Cycles Don’t Break Themselves

The games continue season after season because participants keep playing by the same rules. The cycle of violence perpetuates because no one refuses to participate—until finally, someone does.

In my transformation project, I kept trying to succeed within the existing system—working around toxic behaviors, dodging office politics, tiptoeing through bureaucratic red tape. Eventually, I realized the truth: the system doesn’t need to be navigated more skillfully; it needs to be fundamentally redesigned.

The lesson: True transformation begins when someone decides to stop playing the game by the old rules. Sometimes you have to break the cycle, even if it means short-term pain for long-term gain.

7. Legacy Lives in What You Leave Behind

Squid Game doesn’t end with a traditional victory—it ends with survival and continuation. A baby lives because someone was willing to give everything. The future exists because the present made a sacrifice.

This shifted how I viewed success entirely. I’d been chasing outcomes, milestones, and recognition. But maybe my real legacy wasn’t the roadmap or the rollout metrics. Maybe it was the team that would keep improving long after I moved on to the next project.

The lesson: Impact isn’t measured by the credit you receive but by what continues when you’re no longer in the room. The best transformations are the ones that become self-sustaining, powered by people who believe in the mission beyond any individual leader.

Final Thoughts

I never expected to find profound business wisdom buried in a Korean survival thriller, but here we are. Squid Game Season 3 didn’t just entertain me—it humbled me and forced me to confront uncomfortable truths about my approach to leadership and change.

Transformation isn’t just another strategy deck or change management framework. It’s a fundamental test of values, requiring courage, humility, and sometimes the wisdom to lose in order to win differently.

If you’re leading change in your organization, I challenge you to ask yourself these questions:

Are you pushing transformation or facilitating it?
Are you challenging broken systems or just navigating them more efficiently?
Are you offering genuine hope or false optimism?
What are you willing to sacrifice for the greater good?
How will your work continue when you’re gone?

Most importantly: Are you playing a smarter version of the same old game, or are you finally ready to stop playing and start changing the rules?

Thanks for reading. If this resonates with you, share it with someone who’s leading change in the fire—or someone who needs permission to step out of the game entirely.

Managing Teams Like Huntrix: Corporate Lessons from KPop Demon Hunters

KPop Demon Hunters, seriously?

Justin leaned back in his Kuala Lumpur apartment, the city lights twinkling beyond his window as he scrolled through Netflix after another exhausting week. Leading a global digital team across multiple time zones had left him drained, endless video calls with stakeholders in three different continents, missed deliverables, and a team that seemed to be running on fumes.

Mindlessly clicking through options, he landed on something called “KPop Demon Hunters.” Perfect, he thought. Something mindless to help me switch off.

What he didn’t expect was a wake-up call that would transform how he led his team.

When Pop Stars Become Unlikely Business Mentors

As Justin watched the fierce girl group Huntrix battle shadowy demons while maintaining their glamorous public personas, something unexpected happened. These weren’t just fictional characters dancing across his screen; they were mirrors reflecting every challenge he and his distributed team faced in their own corporate battleground.

The demons in the movie? Replace them with impossible Q3 deliverables, stakeholder pressure across different cultures and expectations, and team burnout spanning from Kuala Lumpur to London. Suddenly, this “ridiculous” K-pop fantasy felt more relevant than any Harvard Business Review article he’d bookmarked but never read.

Six Leadership Revelations Hidden in Plain Sight

The Strength-Based Revolution
Huntrix only defeated demons when each member leaned into their unique abilities; Rumi’s intuition, Luna’s speed, Yuna’s raw power. Justin realized he’d been assigning work based on availability and time zones, not individual strengths. Monday morning, he completely restructured project assignments around what each team member did best, regardless of their location. His developer in Penang got the complex architecture work, while his creative strategist in Melbourne took ownership of client presentations. The transformation was immediate.

Mastering the Cultural Bridge
Watching these performers seamlessly switch between concert stages and secret missions reminded Justin of his own complex role; delivering results for global stakeholders while navigating the cultural nuances of his diverse team. Malaysian relationship-building approaches didn’t always translate to his German colleagues’ direct communication style, but he learned to code-switch intentionally, becoming a cultural translator rather than trying to be everything to everyone.

The Power of Authentic Leadership
Rumi’s struggle with her mixed heritage hit close to home. Justin had often found himself downplaying his Malaysian identity in global meetings, worried about being taken seriously. Inspired by her journey, he started incorporating more of his authentic self into team interactions; sharing local insights, explaining cultural contexts, and even hosting virtual “Malaysian coffee breaks” where team members could learn about each other’s backgrounds. The vulnerability was contagious, creating deeper connections across continents.

Innovation Over Intimidation
When rival demon hunters used manipulation tactics, Huntrix didn’t fight fire with fire; they got creative. Justin’s team had been rattled by competitors launching flashier products with bigger marketing budgets. Instead of panicking, they channeled their inner creatives and ran a “Hack the Giant” virtual brainstorming session across time zones. Their unique global perspective became their competitive advantage, not their obstacle.

Mentorship Across Borders
The veteran demon hunter Celine’s guidance to the young team reminded Justin how much institutional knowledge gets lost in remote work environments. He reached out to a former mentor who’d successfully led distributed teams and started facilitating cross-cultural mentorship pairings within his own team. His senior developer in KL began mentoring a junior colleague in Dublin, while his project manager in Singapore shared frameworks with teammates in São Paulo.

Stories That Transcend Time Zones
The movie’s brilliant fusion of K-pop glamour and ancient mythology sparked Justin’s biggest innovation. His team had lost touch with their shared purpose; why their work mattered beyond quarterly metrics. He instituted “Friday Fireside Stories” (scheduled at rotating times to accommodate different regions), where team members shared customer impact stories, celebrated wins, and exchanged cultural traditions. They weren’t just building digital solutions anymore; they were building global connections.

The Monday Morning Transformation

By the following Friday, something remarkable had shifted. Justin’s team wasn’t just more productive; they were genuinely energized. The impossible Q3 deadlines hadn’t disappeared, but they were facing them as a united global force, each playing to their strengths, supported by authentic cross-cultural relationships and driven by shared purpose.

His Malaysian approach to relationship-building, combined with lessons from fictional K-pop demon hunters, had created something unexpected: a truly cohesive global team that celebrated both their differences and their common goals.

The Universal Truth Hidden in Unexpected Places

Who would have thought that a random K-pop movie about demon-hunting idols would become Justin’s most valuable leadership development experience of the year? Sometimes the most powerful insights come from the most unlikely sources, transcending cultural boundaries and corporate hierarchies.

Your Turn to Find Your Huntrix

Here’s what makes this story worth reflecting on: What unexpected source has taught you something profound about leadership, especially in our increasingly global and remote work environment?

Maybe it was a local folk tale that clarified your communication style, a documentary from another culture that revolutionized your approach to team building, or even a cooking show that taught you about collaboration across differences. Sometimes the most powerful insights come from the places we least expect, and often from sources that have nothing to do with traditional business wisdom.

Take a moment to reflect on Justin’s journey and ask yourself:

When did you last find wisdom in an unexpected, “non-business” source?
What “silly” or “unrelated” experience might actually hold keys to your current leadership challenges?
How might your own cultural background and unique perspective become a strength rather than something to minimize?
What stories could you share with your team to build deeper connections and purpose?

Whether you’re leading from Kuala Lumpur or Kansas City, managing teams across cultures or just across departments, the best leadership lessons often come wrapped in the most surprising packages.

Share your own unexpected learning moment below. Let’s celebrate the beautiful, messy, surprising ways that life teaches us to lead better, even through K-pop demon hunters, local folklore, or that random documentary you stumbled upon last weekend.

Because sometimes, the most transformative leadership advice comes from the places we least expect to find it and often when we’re just trying to unwind on a Sunday night. How about you? Care to share a bit?

When Frozen Reminded Me About Life

Had a chance to re-watch Frozen recently together with my nephew and niece. Little things I know, I’ve rethink the lesson learnt I’ve gathered before. Previously, I just watched the film as a leisure only and think it’s about the power of love and sacrifices but now I’ve discovered another lesson ie. living in silo. It’s about what I’ve experienced right now.

Yes, isolation.

Elsa’s life is my life and Anna is the representation of other people in my social circle. At first I thought Frozen is just about the power struggle between Elsa and others. But the longer I re-examine the storyline the more I understand the struggle that Elsa faced. She needs to keep her secret with an intention to protect others but ended up pushing people away from her life. Maybe that’s what am doing right now. Being comfortable to live in silo and manage all of my life challenges all by myself. Even everyday my life getting messy and messier.

What are the lesson learnt I’ve gathered so far? Googled to find out if others shared similar experience or not. As summarised by Lifehack, almost similar with what I’ve thinking so far.

Exercise self control – yes, I’m so good in shutting people out and suppressing emotions (sometimes) but when it’s too much to handle, it will affect my decision making process. Maybe, despite being overwhelmed by emotions, it helps when you make sense of a situation before making a move. This way, you have complete rein of your feelings because you know what triggers them and therefore make rationale decisions based not just on emotions alone but also logics.
Communicate – truthfully, everything can be avoided if only I opened up to people. I still not make peace with my decision to reach out to people, but I need to admit why somehow I managed to survive is because I listened to friend’s advise ie. not bottle up my emotions. I thought by keeping people in the dark about my isgues is doing everybody a favor but the in reality my stubborness will bring more harms than good. The point is this : it’s perfectly fine if you want to spend time wallowing in your sadness but it wouldn’t hurt if you get help from people who are actually willing to give it to you – even if it’s just someone who will listen to you rant.
Channel your emotions in a constructive manner – never let your emotions take control of your life because whenever you try to resolve issues by following your emotions alone normally it will end up damaging the situation even worse.
Relationships take a lot of work – I have the tendency to push people away whenever things getting harder or I start to feel uncomfortable to share my issues with others. However being in relationships regardless as friend or lover, is always a mixture of storms and rainbows, of moments where you think and move in synchrony and ugly fights. Only those who are willing to work through these together can truly enjoy the purpose of having a companion or partner. One thing for sure, I can’t force people to view me as their best friend. Just because l view them as my best friend, doesn’t mean automatically I am their best friend. Should learn to strike a balance.