You can split the nature of work between two areas. Strategy and Culture. Why is this important? Because it helps you build working systems if you understand how business systems work. Strategy is the "what do we do and what to do next" and Culture is the how we behave while working. Strategy is using the axe (the skill) and culture is how to carry the axe right, how we train ourselves using the axe, and how NOT to act. Culture is more important than strategy. You might have heard "Culture eats strategy for lunch". So let me break it down using some hormozi vids. Strategy is "how do we prioritize and take action among unlimited things we can do". Its saying "among all the problems of the business, we have one constraint that is limiting the business the most". There can be 10000 tasks and ideas but there is a limit of capacity and even then only one task being done at a time per person. Culture is the "Culture are the rules spoken and unspoken that govern the rules of an organization". THis can be distilled into value statements like "Run Your Quests" or "Speed is King" that can tell a story of what a company is a bout needs its team to perform to run the organization at peak performance. For us, a person needs skills to do both, but its an entirely different type of skillset. Soft skills, like being attentive to calendar events, completing tasks or obligations, breaking small problems into solutions, and more or less staying attentive, organized and tracking your work as you go can be chunked up to "run your quests"... which chunk up to an entire company-wide organizational model that runs everything. Having the specific technical skills to "get clients" fits within these things, so another cultural value can be added to "master your own strategy", but that too also gets chunked up to "Run Your QUESTS". So many things ladder up to this to the point where we hire and fire based on how people can well... "RUN THEIR QUESTS". Its Culture that we as operators are setting up and maintaining and curating with the CEO that usually don't think about culture as an entire department. The business is splitup into those two halves, the frontend customer journey (Revenue model) and the backend shared capacity that we want to up LIFT. This is the culture side, the shared services of work and tasks we do to not just get people in and doing stuff, but to get people to be at their peak performance.

Each month I'll be gifting a top engaging members full and complete access to our $5000 flagship program (absolutely for free). I've charged $4000-10k/mo for helping owners and their teams scale, and I'm going to help the person whose the most engaged with their problem. This is perfect if you 1) Have a business you want to improve its revenue, profit, or enterprise value or 2) get the tools and training to found your own bottleneck scaling agency full time It includes 1) Full complementary "gold tier" membership ($4000/yr) to this Skool. Its the end product that we'll build, how to find, target and breakthrough bottlenecks in production, project management, and internal team management. Literally learn all of the systems. 2) One dedicated focus worksession with me (3h work block). It can be used to help you systemtize and make a business more profitable, or help you get clients or to have me co-work through whatever problem, or even spend that focus lab hanging out. Whatever you'd like. When you win, you can be as selfish as you want it to be with this time (within reason lol). 3) Permanent bragging rights ;) and the envy of your peers >>>> How to claim this prize <<<<< 1) Have the most engagement in the Skool community at the end of each calendar month (We'll screenshot the 1st of each month) and the top 10 on leaderboard get something good too (Secret) 2) OR Eventually get to level 6 (to access the coursework) before we make it paid. 3) All members that score above 100 points of engagement will get a bonus for trying >>> How do you level up? <<<<< Each like is worth one point -- so post, engage, comment. Make valuable posts. Share insight. Improve or test or iterate upon ideas, or poke holes at them. Do stuff, and share what works. Build relationships here, talk to others, if they like you they'll like your stuff (and vice versa). You could just leave comments on my posts, but test, do, seek, and share and you'll win. Off to the races :)

Most companies just do.... whatever. They just run around, decidin to do a thousand things, and the founder is multitasking. This is why we use GRAFTS. To laser target the few blockers and suggest a specific project or new policy change to achieve that. And Pic related, these problems come from root causes. So we go as DEEP AS POSSIBLE to figure out ALL of the problems for the 1-5 main high level bottleneck breaking outcomes we decide we want, and come up with projects for the quarter. We want to neutralize bad conditions. Red to Green. Off track to On Track. But after the project and steps and tasks are done, then what? Find the next project and the next? This is the problem every client/community/owner faces. They spent weeks or months on a project, launched it, and then they either get stuck maintaining it... doing the misc junk drawer type of tasks to fix a system, and this capacity of time gets sucked up... They can't focus entirely on problem solving. So how do we solve this? GRAFTS figure out the project/policy to fix problems, and QUESTS is the solution stack to fix it. We have QUESTS come out to keep things on track. I struggled with the longest time switching back and forth. I would have a project be done, and it would work. It works with 100% certintiy, and it made sense. But then it would get "undone". The rule or project worked until we stopped thinking about it. The problem got solved, so we're done, right? No. There is a maintance, or permanent sort of routine and problem solving and tracking AFTER it. With my pirate ship analogy, just becuase you patch a hole in the ship, doesn't mean you're done. You still need to review it, make sure the nails/board don't get undone, and maybe group this work with all the other holes in the ship. This entire batch of work is needed to run the ship (or else it sinks). We use a framework of QUESTS to manage each area's systems and processes. This doesn't overwrite quests in progress but stays in as a maintance quest -- the easiest QUESTS to run. They are literally just made up of a recurring task to "is everything still good?". We just to add a simple row or new obeya view to monitor a specific company-breaking problem. The problem may need to be paid a lot of attention early on, but if it gets solved, it still needs to make sure it sticks. Maybe switching from a daily check to a weekly check to a monthly check, but never just "forgotten about". These checks

Public giving props to @Mukhtar Dalhatu for inviting members, and taking over the outreach from @Domenico de Pinto . We hit 100 unique visits this week and on track to hit 100 visits a day, and we'll hit 100 joins a day very soon. I see a lot of new faces here. I see a ton of new bookings come in from his outreach. We have 3 other DM outreachers that see the vision too that offered to help trained in to help scale, to earn money working alongside us, and building this out. So thanks -- I SEE YOU. Keep it going :).

Providing AI-machine and operators the ability to detect when an abnormal condition has occurred and immediately stop work. This enables operations to build in quality at each process and to separate men and machines for more efficient work. Jidoka is one of the two pillars of the Toyota Production System along with just-in-time (kanban views) > Basically can you delegate tasks to AI w/o you needing to be there to oversee it or stay there while its active. Jidoka highlights the causes of problems because work stops immediately when a problem first occurs. This leads to improvements in the processes that build in quality by eliminating the root causes of defects. > If you have multiple bots and agents, can you oversee them and keep them running. 99% of people who use AI are still on "stage one". This is like a chat GPT chat where you need to be there vs an automatic coder that codes and makes decisions while you sleep... Jidoka sometimes is called autonomation, meaning automation with human intelligence. This is because it gives equipment the ability to distinguish good parts from bad autonomously, without being monitored by an operator. This eliminates the need for operators to continuously watch machines and leads in turn to large productivity gains because one operator can handle several machines, often termed multiprocess handling. > With AI, you can encode not just a simple "is broken or not" andon light to flash if its not working, but to have a "self-anneling" loop so the machine self-codes and improves. AI is fucking goated when you get to level 3. Yet most people stay "super impressed" at level 1 or 2 that they can't get to the last tier of a agent that simply works, improves, stops, starts on its own and iterates when its inactive so it gets better. The concept of jidoka originated in the early 1900s when Sakichi Toyoda, founder of the Toyota Group, invented a textile loom that stopped automatically when any thread broke. Previously, if a thread broke the loom would churn out mounds of defective fabric, so each machine needed to be watched by an operator. Toyoda’s innovation let one operator control many machines. In Japanese, jidoka is a Toyota-created word pronounced exactly the same (and written in kanji almost the same) as the Japanese word for automation, but with the added connotations of humanistic and creating value.