 Alright guys, we're going to be learning about a proper business strategy. I know I've read many books and I've studied many businesses. I'm going to tell you what, this one right here from Clayton M. Christensen, the meta solution has to be probably the best business strategy flow chart I've ever seen. The only one coming second this would be Ray Dalio from the Bridgewater Report, very similar, almost identical. So great minds think alike. If you haven't read this book, pick it up. Beautiful book. Anything by Christensen is fantastic. He's written actually one of the most beneficial books when it comes to entrepreneurism. Okay, so I'm not too sure if you guys can see this, but let's kind of go in on it. Okay, it's a little flow chart over here. Let me zoom in for you. You guys can see that. Okay, so you see the flow chart, right? Just take a snapshot of that. I'm going to put it on the, maybe on the screen over here so you can follow me. Okay, but the whole idea is if you're looking at the flow chart, the first step is the organizational value. That's the first thing you have to identify of your company. It's like what is your ethos? What do you stand for? What is your culture and what is your core values of the business? You've got to kind of nail that out in the beginning. If you don't have that culture, the ethos, the mythology of your business, you don't have no organic, I call it, you know, an organic organism, a living organic organism, which is any business. So first, really identify that. Number two, you got to understand the resources that you have. Each stage of business has different resources, whether you're a startup or early stage startup, later stage startup, a medium-sized company, a Fortune 500 company, you got different resources. And in this book, they allocate three different sections of resources. For the sake of the conversation, we will allocate two resources. Resource one, money, resource two, talent or people. Okay, so resource one, how much money do you have in your business? What is your runway cash and resource number two is great. Now you have money, but who's going to actually execute on this money? The third phase or the third segment of this flow is investment in new products, services, processes and acquisitions. Okay, we won't get into this second. And finally, the actual strategy. And from the actual strategy, you see a feedback loop. And this is what Ray, this is why I said Ray Della at the beginning has a very similar system because once you have your strategy and then you put your strategy out there, obviously you're going to get a feedback. You know, the marketplace is going to tell you, I don't, I like this product. I don't like this product or it's a long sale cycle or your team is not executing properly and therefore you have to feedback. So if you're looking at again, right, it's a feedback system going forward. Now, obviously, let's go through this step by step to understand the whole ecosystem. Right now you should see something right here. Okay, so if we're looking at this from the linear pathway, organizational value, resource allocation, investment, new products and actual strategy, those are pretty self-explanatory. You got to spend your time going one by one, writing out exactly what do you have and what is your morals and what is your ethics, etc, etc. And eventually you will be ending up with the actual strategy. Now, your actual strategy is the hypothesis is an assumption of what do you think it's going to take to actually achieve this strategy. It can be a strategy for sales campaign. It can be a strategy for a new product. As I say, it can be a strategy for new service. It can be a strategy for business acquisition. It doesn't matter. It's an assumption. It's in its hypothesis. Anything we do in business or in life, it's assumption and hypothesis that we believe through our calculated efforts or due diligence that this may work and this may be the results. However, as you and I both know, that's not always the case. If we start here, most likely we're going to pivot. It's going to look like a zigzag to actually get to the results that we want. So once you have these actual strategies that you think it's going to work, this is where the magic comes in. There's two levels over here. So the first is once you start executing this, you're going to have improved understanding of what works and what doesn't work. And this is why it's really key that I think on a week to week basis, maybe half an hour at the end of the week and then a monthly meetup, you actually go through what's working and what's not working. So for example, if you have an OKR for the month or you have certain milestones that you want to reach in a month, every single week, maybe you can spend half an hour on a Monday or Friday really doesn't matter. I like at the end of the week, but spend half an hour with your team going over the actual KPIs and numbers to see what's working, what's not working, so document that. Then at the end of the month, you want to take those numbers if you documented it, and then you want to kind of apply that to a deliberate strategy. So you had the actual strategy or we can even rename it to the artificial strategy because we created it. And then now through the feedback system from us collecting that of what's working, what's not working, we can now actually create a deliberate strategy. So this is the artificial. This is kind of the organic deliberate strategy. Now that deliberate strategy, if you're following that chart right here on the side, that deliberate strategy, the one that we're getting information from, it actually feeds back to your resources because let's say we realize a certain sales channel that we had in our actual strategy is working 10 times more than we actually expected to. Now we know those resources, we can fund, we can actually, I want to say fund, we can divert resources from something else that we're doing and fund the one thing that's doing 10 times better. So we want to expand and maximize and optimize that one sales channel. However, exact same time, if you're looking at the lower section over here, you're looking at the unanticipated opportunities, problems and success. So these are things because such as like black swans or things that you can never ever predict happen with the execution of the strategy. So with these unanticipated opportunities or problems or even successes, that will also determine how your new strategy will be executed for the next round. So if you're following the flow chart from the actual strategy, it goes down to an emergent strategy. I call this a black swan strategy because you can never predict this, you can never calculate for this, it's just like, hey, we never knew that if we do this, this and that, that equals that. And this is, I would say kind of the masterpiece of any business strategy I've ever seen. It's simple. You can create this flow chart and apply it to a sales campaign. You can create this flow chart and apply it to business acquisition. You can create this to apply it to anything, for SEO, for marketing. It really doesn't matter. It's so simple. It works for teams of one person, teams of five, teams of thousands of people. And like, you know, Christian deals with Fortune 500 companies of thousands of employees around the world that worth billions of dollars. So it works on every single level and what I love about this is it's so simple. It's a feedback system. No different than you and I putting our finger on the stove and I'm like, ah, next time I'm gonna put my finger on the stove. So that being said, take this model that you see right now, expanded fill in the actual diagram. So organizational values, resource allocation, investments, actual strategy, then execute it and then see what you get. See what kind of new deliberate strategy that you get and see what kind of black swan strategy is kind of like unanticipated and then feed that back in and reallocate. Actually, if you guys can think about it, this looks kind of like same thing Ray Dalio does with diversified investment portfolio where you have different things moving around every quarter. Actually, I just connected that I'll say it's quite fascinating. Anyways, I hope this helps. Pick this book up. Fantastic book. Read it. I don't even consider this a book. I consider this a resource guide. I actually have it in my library as you can see. This thing is bunny-eared everywhere and notes all over the place. So I constantly go back to it. But I hope that helps. If you have any questions about business strategies or whatever, leave a comment below this video and you like this video. Subscribe to this channel. Share this channel with your friends. And that's it. Peace.