Unscripted: Life, Liberty, and the Pursuit of Entrepreneurship pdfdrive com

~ Theodore Isaac Rubin, Psychologist
EXECUTING A PROCESS TO A PRODUCTOCRACY
K
inetic execution’s final sequence is represented by the innermost circle and the
customer life cycle: the 7 
P
s of process. The 7 Ps are where shit gets done. They
are:
1.
Plan
2.
Path
3.
Proof (Soft)
4.
Prototype
5.
Proof (Hard)
6.
Productocracy
7.
Propagate
PLAN (BUT DON'T GO CRAZY!)
Kinetic execution is essentially “winging it” under the governance of act,
assess, adjust. However, don’t confuse this with ill-preparedness. The kinetic

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execution planning phase is relatively short and confirms the strength of your
opportunity by a CENTS evaluation.

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Control
Does your solution have any primary dependents for execution? Example:
exclusively sold at Walmart, distributed at Facebook, etc.
If so, what control risks can be mitigated?
Does your solution have secondary dependents? Partners, suppliers,
manufacturing, importers, channels?

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Entry
What are the entry barriers for your solution?
What key resources, assets, or relationships strengthen, and can
strengthen, your entry walls?
Does your solution require substantial resource inputs and/or coordination
for execution? Is the concept-to-launch two days? Or two months?
How will your competitor(s) respond to your solution? And can you sustain
their adjustment?

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Need
Have you identified 
ALL
the value attributes within your industry?
Is your proposed skew strong enough to adequately firm a unique selling
proposition (USP) relevant to your target customer?
Can you effectively communicate this value skew to your target customer?
How is your solution monetized? What are your primary and secondary
revenue models?

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Time
What resources, if any, are needed to dissolve your solution from YOUR
time?
What dependencies are needed to dissolve your solution from YOUR time?
What are the future challenges for these requirements?

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Scale
Are there existing mediums, channels, or partners that can reach large
numbers of your target market?
What is your solution’s scaling economy and their resources—funding,
infrastructure, and human capital—required to scale it?
Are there any scale challenges in the cost structure and/or supply chain?
After your concept survives the CENTS wringer, it’s time to prove its worth.
PROOF (SOFT)
Nothing sucks more than spending months and thousands of dollars only to
discover the market doesn’t want your product. Soft proof’s objective is to verify
your concept/idea with the marketmind before spending a fortune in resources.
In entrepreneurial circles, the soft proof is often referred to as “validation.” You
can soft prove your concept, either indirectly or directly, using six different
methods.

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