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location:: Home - Avalon, Boston victory-hour:: pomodoro-blocks:: wake-up:: day:: icon:: 📅🌟🌟🌟🌟 - My Daily Mantra: Vachan - I will not argue with other. I will not judge others - **09:53 AM, day. Morning Pages** collapsed:: true - Remember: No Rush - Not happy wiht late start. But it doesn't bother me. Not caught up. I am not happy and I am aware. - The #Practice is to Slow Down. It's the #No Rush where I find my #Self. Slow down. Just slow down. Trust. Let it manifest. hm. - **What’s going on inside me at this moment?** - A little Thaharav. Happenings around. I am aware of the practice to not get pulled in by the #rush - **What comes top of my mind?** - A lot on plate for Saie and I. Wedding becomes a full time job. Might get more intense. Need to #gtd this. I wanna help Saie. - **What is smallest thing I can do for settling the top of mind thing?** - I need a visualization tool. TO show open loops. Closed tasks. Hmm. - Can't find a straight up tool. But good floor plan seating ideas #P/The Wedding - https://allseated.com/wedding/wedding-reception-layout-tool/ - I don't know. A trello board is not enough. A whiteboard? - **What is the smallest thing I can do to be more in line with who I am?** - Remember the Truth. Om. - **What first word pops into my mind when I think about today?** - Monday - **What's one good thing about Saie?** - True to her heart. - **What is smallest thing I can do make Saie happy today?** - Praying and send good wishes to her. Grace shall abide in her. - **What is one thing I like about myself today?** - I look and feel fit and lean. Week 1 of #P/4 Week Shred 2023 and the transformative energy is magic. My behavior gets a version update. A new polished, stronger, smarter, agile being. I can event rest better. - **If I were guaranteed not to fail, what would I be doing differently?** - Trust. - **Exercise Small Thoughts** - I am slow and methodical. Going Inch by inch. Putting one foot after the other. Letting the system work itself. I am oriented inwards. Always remembering the Truth. My belly is breathing. Unrestricted and full. Understanding is carrying the day. Om. - 10 - 11:30 AM: Work start. 🍅🍅🍅 - Received Robinhood 1099 - loss of ~177K. Lower than expected. Feel actually good about it hmm. Taxes - Also kicking off P/Tax 2022 - Connect @saie with PassRight. - It is said we came here to taste delusion and then to transcend it. It is as though consciousness, which is pure in nature, created a game of seeming imperfection in order to have the experience of transcending it all. - Mooji #whitefire - 🥣 📺 11:30 - 12:30 PM: Break Fast. Eggs. Protein pancakes.. yess. #Nutrition Solutions - 12:30 - 2:45 Focus Work. - #TrialAndError.AI 🍅🍅🍅🍅 collapsed:: true - $300 in Meta Ads with 0 activation. Not a single penny made. Something is profoundly not right with our marketing strategy. Overall I need a fucking strategy for #RenovateAI App. A distribution strategy. Right now I feel slightly direction less. #Digital Marketing - Books/Good Strategy Bad Strategy - A good strategy has an essential logical structure that I call the kernel. The kernel of a strategy contains three elements: a diagnosis, a guiding policy, and coherent action. - The most basic idea of strategy is the application of strength against weakness. - Steve Jobs strategy at apple collapsed:: true - “Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says that Apple cannot really push beyond a small niche position. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy?” He did not attack my argument. He didn’t agree with it, either. He just smiled and said, “I am going to wait for the next big thing.” Jobs did not enunciate some simple-minded growth or market share goal. He did not pretend that pushing on various levers would somehow magically restore Apple to market leadership in personal computers. Instead, he was actually focused on the sources of and barriers to success in his industry—recognizing the next window of opportunity, the next set of forces he could harness to his advantage, and then having the quickness and cleverness to pounce on it quickly like a perfect predator. - most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes - Strategy is at least as much about what an organization does not do as it is about what it does. - Most crucially, the network, not the store, became Wal-Mart’s basic unit of management. collapsed:: true - In making an integrated network into the operating unit of the company, instead of the individual store, Walton broke with an even deeper conventional wisdom of his era: the doctrine of decentralization, that each kettle should sit on its own bottom. Kmart had long adhered to this doctrine, giving each store manager authority to choose product lines, pick vendors, and set prices. After all, we are told that decentralization is a good thing. But the oft-forgotten cost of decentralization is lost coordination across units. Stores that do not choose the same vendors or negotiate the same terms cannot benefit from an integrated network of data and transport. Stores that do not share detailed information about what works and what does not cannot benefit from one another’s learning. - The hidden power of Wal-Mart’s strategy came from a shift in perspective. Lacking that perspective, Kmart saw Wal-Mart like Goliath saw David—smaller and less experienced in the big leagues. But Wal-Mart’s advantages were not inherent in its history or size. They grew out of a subtle shift in how to think about discount retailing. Tradition saw discounting as tied to urban densities, whereas Sam Walton saw a way to build efficiency by embedding each store in a network of computing and logistics. Today we call this supply-chain management, but in 1984 it was as an unexpected shift in viewpoint. And it had the impact of David’s slung stone. - If you fail to identify and analyze the obstacles, you don’t have a strategy. Instead, you have either a stretch goal, a budget, or a list of things you wish would happen. - The current fill-in-the-blanks template starts with a statement of “vision,” then a “mission statement” or a list of “core values,” then a list of “strategic goals,” then for each goal a list of “strategies,” and then, finally, a list of “initiatives.” #Compass - Instead, you will find high-sounding sentiments together with plans to spend more and somehow “get better.” - Here is DARPA’s own statement of a fundamental problem its strategy addresses: collapsed:: true - A basic challenge for any military research organization is matching military problems with technological opportunities, including the new operational concepts those technologies make possible. Parts of this challenge are extremely difficult because: (1) some military problems have no easy or obvious technical solutions; and (2) some emerging technologies may have far-reaching military consequences that are still unclear. DARPA focuses its investments on this “DARPA-hard” niche—a set of technical challenges that, if solved, will be of enormous benefit to U.S. national security, even if the risk of technical failure is high.7 - DARPA’s strategy is more than a general direction. It includes specific policies that guide its everyday actions. For example, it retains program managers for only four to six years to limit empire building and to bring in fresh talent. - They are a far cry from vague aspirations such as “retain the best talent” and “maintain a culture of innovation.” - DARPA’s surprising strategy has a shape and structure common to all good strategy. It follows from a careful definition of the challenge. It anticipates the real-world difficulties to be overcome. It eschews fluff. It creates policies that concentrate resources and actions on surmounting those difficulties. - - A strategy is like a lever that magnifies force. collapsed:: true - Yes, you might be able to drag a giant block of rock across the ground with muscles, ropes, and motivation. But it is wiser to build levers and wheels and then move the rock. - Motivation is an essential part of life and success, and a leader may justly ask for “one last push,” but the leader’s job is more than that. The job of the leader is also to create the conditions that will make that push effective, to have a strategy worthy of the effort called upon. - - business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. - Importantly, opportunities, challenges, and changes don’t come along in nice annual packages. The need for true strategy work is episodic, not necessarily annual. - A good strategy defines a critical challenge. What is more, it builds a bridge between that challenge and action, between desire and immediate objectives that lie within grasp. - By contrast, a blue-sky objective is usually a simple restatement of the desired state of affairs or of the challenge. It skips over the annoying fact that no one has a clue as to how to get there. - ahh mobile ocr compass - challenge: increase adoption objective: increase adoption - If the leader’s strategic objectives are just as difficult to accomplish as the original challenge, there has been little value added by the strategy. - When a leader characterizes the challenge as underperformance, it sets the stage for bad strategy. Underperformance is a result. The true challenges are the reasons for the underperformance. - Bad strategy generates a feeling of dull annoyance when you have to listen to it or read it. - pathway to bad strategy is New Thought—the belief that all you need to succeed is a positive mental attitude. - - Dignosis - No app install; - Guiding policy - ?? - Coherent Action - - 🌟 🖥 8 - 9:30 AM: P/AI Expertise - 🛏 😴 2 PM: #powernap20😴 - 🖥. 💼 3:30 - 4:30 PM #log🪵/alwaysbelooking connecting with @Roman founder gyy from Kasa - hm. went ok; a part of me is unhappy with my interview presence and answers - if he meets me again; will get him. - Remind me of @Ali A point - meet the candidate twice - 🖥 🛠️ 4 PM: ##log🪵/t&e/ercan📞 - 4:30 - 6 PM: P/4 Week Shred 2023 Day 7. Rest. Cardio still takes time man. - 5:50 - 6:30 PM: Mor Focus wok. I may have found the gold I was looking for! #TrialAndError.AI collapsed:: true - Block Reference - Read more on strategy Books/Good Strategy Bad Strategy - Strategy is visible as coordinated action imposed on a system. When I say strategy is “imposed,” I mean just that. It is an exercise in centralized power, used to overcome the natural workings of a system. - But decentralized decision making cannot do everything. In particular, it may fail when either the costs or benefits of actions are not borne by the decentralized actors. The split between the costs and benefits may occur across organizational units or between the present and the future. And decentralized coordination is difficult when benefits accrue only if decisions are properly coordinated. - Good strategy and good organization lie in specializing on the right activities and imposing only the essential amount of coordination. - - 🌟💪 9:30 - 10:30 PM: #practice/2WW💪 P/4 Week Shred 2023 Cardio PM. Week 1 complete. Already getting attraction looks from day 4. - 🌟 Every Day Kaizen - practice/breathing👃 - practice/accent - 🌟️ Daily 5 - What is a tiny step I could make to achieve my goal? - Judging - eb1 letter signed by Raju, ignore sven - prep ✅ - send it out - - -