This really feels like the sort of senior manager who would say "oh, this/these team/s screwed up, so here's the plan they came up with", talking about their team/s.

Speaking as a C-suite guy, "they" is about as contrary as I can think of what I expect a leader to do: it's "we", and your job is to take responsibility, both in the problems (big problems need to be explained all the way up and sometimes externally) and in the solutions (which to be comfortable with, you obviously need a sufficiently thorough understanding of the problem).

Because up the chain, I will take responsibility for it.

That the climate crisis is the biggest threat to our security is the biggest fallacy of our times. It's not that climate change is unimportant, just that it needs to be evaluated to its fair potential consequences, compared to e.g. an all-out war.

However well crafted your email is, you're an unacceptable distraction from the priorities that the company has set, the achievement of which is materialized by projects of varying size and scope. Upon starting any project of any size, people do due diligence: they assess what exactly it is they are looking for, and then research the market for it. For macro-projects, consultants may be hired to help with the process, which may lead to a proper tender.

Either way, the company contacts you, not the other way round.

Let me return the question: why would you tip a waiter? because they brought your food to your table? isn't that why they should be paid by the restaurant?

Let me also state that, residing in a European city, I do tip my (cheap) barber every time I go because I feel they do an outstanding job at 20% less the price than most competitors, and that work deserves praise in the form of a tip.

In general, it seems to me that a tip should reflect something outstanding. In addition to my cheap barber, I also usually tip at fancy restaurants where the service has proved very, very high above comparables.

At management level (i.e. top management talking either between them or with the management levels just below), where hours don't get counted (in some countries such as France, it's just 'days'), it really boils down to the top management's culture. Workaholic top management = every manager is expected to be workaholic... and Darwin does the rest: soon enough, only workaholics remain.

The key trait that seems to stand out in the most highly regarded people in history is discipline: there is no "10x work" without hard, long term focus, which requires discipline.

"Routines" have the advantage of making that discipline easier. Does it mean they are sufficient? No, and this is where the article is right. Does it mean they are useless? No, it's just one way of achieving the level of discipline needed to do the "10x work" that the article focuses on.

That is because an investment is a one-off, so it's actually worth $1, but the savings are recurring, so they are worth the same number of years that a company's profits are valued. Depending on sector and investors' beliefs in the future of companies, this factor is typically in the 5-20x range. That means that $1 of savings is well worth at least $5 of investments.

Factor in anything you want!