The previous post<\/a> talked about limiting space as a way to sharpen your focus as you develop your elevator pitch. \u00a0Once you have a sharp and focused story for your startup (remember, you don’t have to actually start a business to think like a startup), you need a more comprehensive plan. Enter the Business Model Toolbox.<\/p>\n

You can get the book<\/a>, or you can get the iPad app<\/a>.<\/p>\n

Don’t expect the book or the app to work miracles, if you are not a clear thinker, or if you have an aversion to thinking ahead and designing a solution, these may be of limited use. I’ve seen co-workers rush into a solution more than think thru and develop a design before implementation. Those who think and plan ahead are a joy to work with. Those who rush to a solution are a real pain to work with. I’ve rushed into solutions too, under pressure to put points on the board, or to display a bias for action.<\/p>\n

When I am clueless, “thinking” is actually “learning.” I’m trying to figure out the problem, the domain it belongs to, I struggle with risk analysis and interdependencies. In such cases, I will come across as a clumsy amateur in my thinking\/planning. If I have solved a similar problem before, and have a handle on the domain, thinking and planning is a joyful experience. I can save time, money, and aggravation, and also delight others when offering a solution.<\/p>\n

Conclusion: before you jump into thinking and designing, establish how much you know about the problem and its domain. If there are gaps, fix those gaps via education. Or outsource\/delegate the problem definition. Don’t try to cover up your ignorance under the garb of thinking\/planning.<\/p>\n","protected":false},"excerpt":{"rendered":"

The previous post talked about limiting space as a way to sharpen your focus as you develop your elevator pitch. \u00a0Once you have a sharp and focused story for your startup (remember, you don’t have to actually start a business to think like a startup), you need a more comprehensive plan. Enter the […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"no"},"categories":[4,14,6,13],"tags":[],"_links":{"self":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1100"}],"collection":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1100"}],"version-history":[{"count":11,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1100\/revisions"}],"predecessor-version":[{"id":1121,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1100\/revisions\/1121"}],"wp:attachment":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1100"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1100"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1100"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}