Successful entrepreneurs often face a crucial choice between pursuing multiple opportunities or focusing intensely on what they do best. According to business leader Richard Harpin, this distinction separates foxes from hedgehogs in the corporate world.
The Power of Focused Expansion
At a recent Business Leader growth workshop held at his London home, Harpin encountered a perfect example of strategic focus in action. Ian Johnson, founder of Johnsons Leisure, shared his European expansion plans for the company, which currently sells high-quality hot tubs, saunas, cold plunge pools and garden rooms through both online channels and more than 20 garden centres across the UK.
Rather than replicating his entire business model in new territories, Johnson revealed a more disciplined approach. He planned to concentrate exclusively on his most successful product line - the garden room range featuring summer houses and garden offices. This strategic narrowing of focus impressed Harpin, who noted that sometimes taking one step back to simplify can propel a business three steps forward.
Understanding the Hedgehog vs Fox Dynamic
Harpin categorises business personalities using the ancient Greek parable of the fox and hedgehog. The fox constantly dashes between new opportunities, pursuing multiple ventures simultaneously. In contrast, the hedgehog maintains methodical focus on a single core strength.
"The fox is endlessly dashing around, pursuing new things to do and then wanting to do them at speed," Harpin explains. "The hedgehog is far more methodical and focused. They don't get distracted by adding too many new responsibilities."
His advice to entrepreneurs is straightforward: If you're not naturally a hedgehog, hire one. These focused individuals often become invaluable assets who can identify which ideas will genuinely add value to the business.
The De-evolution Strategy for Growth
In his new book, How To Make A Billion In Nine Steps, Harpin originally advocated for "Evolution, not Revolution" as step seven. However, he's since developed this concept further into what he calls "de-evolution" - the strategic process of streamlining a business to concentrate on its most valuable offerings.
Harpin outlines three key principles for successful de-evolution:
First, cultivate humility in prioritisation. Leaders must recognise when to focus on fewer, higher-value products or services. This concentrated approach often accelerates growth more sustainably than spreading resources thinly across multiple ventures.
Second, set aside emotional attachments. Entrepreneurs should remain objective about underperforming projects and be willing to pivot when evidence suggests a change is needed.
Third, maintain rigorous testing protocols. When expanding internationally, starting small makes progress easier to assess. Harpin recommends founders review data every three to four months, ideally with local market experts, to avoid the sunk-cost trap of continuing to invest in underperforming ventures.
Harpin credits his son Tom with recommending Greg McKeown's book Essentialism: The Disciplined Pursuit of Less, which reinforces the principle that "you can do anything but not everything." The book provides a framework for identifying and executing what matters most by focusing on passions and strengths while eliminating distractions.
For UK entrepreneurs driving economic growth, Harpin's message is clear: Instead of asking "What shall we do now?", we should ask "What can we do better?" By embracing strategic focus through de-evolution, businesses can achieve more impactful and sustainable growth.
