But that was then.
Everything is more complex in a world of total volatility. The gut may not be able to pick up on, process, and respond to all the intersecting variables which collide.
The current head of GE, Jeff Immelt, is a more cautious player. Yet, he has been able to reconfigure the massive organization for 2016.
I have a hunch Immelt pays attention to BigData. Heck, even the guy operating an oil-change franchise reviews (compulsively) Google data for his website.
So, some are wondering if Donald Trump's recent pratfalls are due to his heavy reliance on his instincts.
Here The New York Times reviews those stumbles. They range from the abrupt firing of National Political Director, Rick Wiley, to the failure to take full advantage of Hillary Clinton's email troubles.
The developing problems are raising the questions:
Can this businessperson lead and manage a world political, cultural, and economic entity?
And, does he know how to recruit the right team and have the collective performance be sheer genius? Even in more simple times, the charismatic John F. Kennedy knew to put together advisers who were smart and could work together for the common good.
It could be that The Trump Phenomenon has peaked. We in communications admired his brilliance. Forever, he has changed the rhetoric game. But that might all be over. He had a good run and now it's done.
Will the more organized Clinton make hay as the sun sets on the Trump campaign?
Or, will Trump be capable of course correction? The current buzzword for that is "rebranding."
Here is my rebranding game plan for Ellen Pao. She bet the ranch on lawsuit "Pao v. Kleiner." That didn't work out so hot. Her initiative Project Include might be the platform for building a new kind of brand equity.