“What this power is I cannot say; all I know is that it exists and it becomes available only when a man is in that state of mind in which he knows exactly what he wants and is fully determined not to quit until he finds it.” Alexander Graham Bell

Luciano Pavarotti revealed a great deal about his success when he informed an interviewer: “If I miss one day of practice, I can tell. If I miss two days of practice, my voice coach can tell. If I miss three days of practice, my audience can tell.” And what is Mr. Pavarotti known for? One thing – he is one of the greatest tenors in the world. What his quote illustrates is that there is no discipline more conspicuous and powerful than focus, and nothing more obvious or debilitating when it is lacking.

I recently was listening to a young businessman contemplating bankruptcy, which he said was a shame because he had “so many good ideas in his head.” I remarked that it wouldn’t surprise me if that weren’t part of the problem. From his expression, you would have thought I muttered something in Russian. I continued, “All businesspeople struggle with focusing on the one thing that creates their greatest opportunity.”

I then asked him, “What is your primary contribution to your customers – the experience you want to be known for above all else?” He fidgeted as he pondered a question that clearly surprised him with its difficulty. He finally broke his silence with the common sentiment, “I can really do it all.” “My friend,” I said, “you could never afford to do it all. And, today, given your present situation, you may struggle to be known for doing even one thing well.”

Being successful is about tradeoffs. Pavarotti’s excellent insights reveal what we already know in our hearts – to be world class requires an intensity and focus beyond most mortal’s comprehension. Do you think Pavarotti just has one interest in his life? Surely not.

It seems inevitable that when a simple business model begins to show promise, and its success appears imminent, the first order of business is to complicate it by expanding the model to include tangential activities, products, or services. This not only dilutes management’s attention and resources, but also dilutes the company’s position in the customer’s mind.

Harvard Professor Michael Porter revealed in the Harvard Business Review the story of a successful manufacturing firm that was well known for its commercial thermostats. In an effort to expand more quickly, the company’s management decided to expand into the residential thermostat market. What could make more sense? The board embraced the move. Investors celebrated the growth opportunity. Although the company could inexpensively retool its shop to create the new product, the advantages stopped there. What management hadn’t counted on was the difficulty of marketing to the new residential consumer. Salespeople saw them as smaller, more difficult sales; distribution channels would be resistant; and the company’s commercial reputation would even become a limitation. As the losses climbed into the millions, the company ultimately discontinued the new line.