Regularly analyze the business as it currently is, decide what it must look like in the future, then determine the gap between
Close the gap by deriving new proprietary systems
In pondering new systems, success hinges on finding a way to do things differently by modifying the value blueprint: What can be separated? What can be combined? What can be relocated? What can be added? What can be subtracted?
Adoption happens only if the added value (benefit delivered by the product compared to alternatives) exceeds the total cost (cost in terms of that price plus all the other changes customers need to undertake in order to use the innovation)
Analyze three types of risk for new innovative systems
Identify the minimum viable ecosystem (MVE) . Establish the order in which adding new elements increases the probability of successWhat elements of the MVE can act as building blocks for new initiatives?
Design the business as a franchise that can be run by people with the lowest level of skill
All work activities will be documented in Operations Manuals:
Everyone in the organization is replaceable. If this is not the case, the business is not scalable or sellable
All work will exactly follow the Operations Manuals
There will be ZERO ambiguity in every interaction between employees, customers, suppliers, lenders, ... anyone working with the business
Document Everything
Ensure new employees understand the importance of the structure in place and are properly trained
Design a full customer journey from start to end that is the same for every new prospect
Identify specific Benchmarks - or key consumer decision points - in the selling process
Create a script with supporting materials (case studies, slide deck, explainer video, ...)
Deliver the script identically for every new prospect. Iterate with A/B testing