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The Value Creators Podcast Episode #53. Big Tech for Small Businesses: Unleashing the Power of Geofencing with Barbara Wardell and Ernesto Cullari

How can small businesses best use cutting-edge technologies? Geo-fencing is a great example, providing location-based advertising to drive traffic, revenue, and ROI for local businesses. What does the future hold for small businesses as they integrate advanced tech to personalize customer experiences?

In this episode of the Value Creators Podcast, Hunter Hastings explores these questions with Barbara Wardell and Ernesto Cullari of Cullari and Wardell, a pioneering service provider in geofencing and location-based marketing solutions. Barbara and Ernesto share their expertise in helping small and medium-sized businesses harness advanced technologies to attract customers, increase conversions, and create sustainable growth.

They emphasize a customer-centric approach, leveraging tools like GPS tracking and demographic data to tailor highly targeted ads that resonate with local audiences. By combining technology with a deep understanding of small business challenges, they demonstrate how geofencing can deliver measurable results, from attracting new customers to optimizing location choices based on foot traffic studies.

Barbara and Ernesto also discuss the importance of hyper-specialization, ROI measurement, and the evolving future of advertising, where AI and privacy-sensitive data play a pivotal role. For small business owners, this episode offers actionable insights into leveraging big tech to compete effectively while maintaining the personal touch that defines their success.

This conversation is a masterclass on how to think and act as value creators, showcasing how innovation, technology, and customer focus can unlock new opportunities for small businesses.

Resources:

➡  Learn What They Didn’t Teach You In Business School: The Value Creators Online Business Course

Barbara Wardell & Ernesto Cullari’s Agency

Connect with Hunter Hastings on LinkedIn:

The Value Creators on Substack

Knowledge Capsule:

 The Role of Small Businesses in the Economy

  • Small businesses are the “heart” of the economy, offering personalized services and filling niches that large corporations overlook.
  • The success of small businesses relies on their ability to remain competitive by leveraging technology and better communication to attract and retain customers.
  • Examples like family pharmacies and local doctors’ practices illustrate how personalized service can outperform larger corporate competitors.

Leveraging Big Tech for Small Businesses

  • Small businesses can now access advanced technologies traditionally reserved for large corporations, such as geofencing, big data, and targeted advertising.
  • This technological democratization allows small businesses to compete effectively with larger rivals.
  • Tools like GPS tracking, mobile targeting, and data analysis are used to level the playing field.

Introduction to Geofencing

  • Geofencing involves drawing virtual boundaries around specific locations to deliver targeted ads based on customer behavior.
  • Businesses can target competitors’ customers, drawing them to their services by offering personalized and timely advertisements.
  • The technology tracks customer visits and can distinguish between natural traffic and those influenced by advertising.

Advanced Targeting Capabilities

  • Geofencing allows businesses to target specific demographics and behaviors, such as lease renewals for car dealerships or specific zip codes for localized ads.
  • It can be used for niche industries like laundromats, tailoring ads to different languages and regional preferences to maximize customer engagement.
  • Event-specific targeting and weather-based ads expand the application range of this technology.

The Value Learning process in Advertising

  • A comprehensive value-learning approach ensures that customers are targeted at every stage, from value awareness to value conversion.
  • Tools include connected TV, audio ads, online retargeting, and native ads, all tailored to different stages of the customer journey.
  • Businesses are advised to utilize a mix of media to guide customers from first exposure to making a purchase.

ROI Measurement and Long-Term Data Analysis

  • Geofencing provides precise ROI metrics by tracking customer visits and conversions.
  • Businesses can calculate the cost per visit and compare it with customer lifetime value to ensure advertising effectiveness.
  • Long-term foot traffic studies help identify trends, customer behaviors, and optimal business locations.

Applications Across Industries

  • Geofencing is versatile, used in diverse sectors such as retail, healthcare, real estate, and events.
  • Examples include targeting hurricane-affected areas for home repairs, or specialized clinics using connected TV ads to reach potential patients.
  • Industries like HVAC services and medicine can also benefit from targeted advertising strategies.

The Future of Technology in Small Businesses

  • The future will see more small businesses integrating AI-enabled tools for ad creation and management.
  • Geofencing is set to expand, leveraging privacy-sensitive location-based data for highly targeted and effective advertising.
  • The concept of “extended businesses” allows small companies to outsource expertise and access big tech solutions without significant in-house investments.

Importance of Specialization

  • Specializing in a niche, such as laundromat advertising or HVAC services, allows businesses to master their offerings and outperform competitors.
  • Cullari & Wardell exemplifies this by focusing on geofencing and scaling its expertise to new industries.
  • Hyper-specialization fosters innovation and positions businesses as leaders in their fields.

The Role of Personalized Messaging

  • Personalized and localized advertising resonates better with target audiences and builds trust.
  • Ads on platforms like Amazon, Hulu, or Spotify enhance credibility and help businesses appear more professional and trustworthy.
  • Tailored messages, such as targeting customers during lease renewals or specific community events, drive better engagement.

The Power of Foot Traffic Studies

  • Foot traffic studies provide actionable insights into customer behaviors, helping businesses select optimal locations or plan expansions.
  • By analyzing trends like demographic shifts or shopping patterns, businesses can adapt to changing market forces.
  • These studies also help businesses align their offerings with local economic conditions.

Overcoming Technological Barriers

  • While technologies like geofencing can be intimidating, partnering with experts ensures effective implementation.
  • Businesses can start with affordable ad spends and scale up as they grow, making advanced marketing accessible even for smaller budgets.
  • Agencies like Cullari & Wardell provide the expertise to close the loop on advertising by linking campaigns directly to measurable outcomes, like foot traffic and conversions.

The Value Creators Podcast Episode #51. Applying Agile Principles to Transform Management (The B2B Growth Blueprint Repost)

This episode is a repost from The B2B Growth Blueprint Podcast with Mark Osborne.

There is a shift away from traditional management toward self-managed, digitally-enabled companies. We are entering the Post Managerial Era of Capitalism. In this new way of thinking about business and organization, top-down structures are giving way to self-management, where employees make decisions informed by real-time data and customer insights.

Mark Osborne from the B2B Growth Blueprint podcast provided a platform to discuss the implications of this shift.

Mark highlights the role of empathy, emotional engagement, and agile customer feedback in building responsive, customer-centric businesses, and emphasizes the importance of leveraging digital tools to create interactive environments where customers can actively participate and provide invaluable insights. This approach allows businesses to strengthen product development and build loyalty by making customers feel directly involved.

Mark Osborne emphasizes the relevance of these strategies for early-stage companies, emphasizing iterative design and customer engagement, even with limited resources. By integrating these principles, businesses can not only strengthen their product development but also create a loyal customer base that feels directly involved in the process.

Resources:

Learn What They Didn’t Teach You In Business School (The Value Creators Course)

Connect with Hunter Hastings on LinkedIn

Connect with Mark Osborne on LinkedIn

The B2B Growth Blueprint Podcast on Apple Podcast

The B2B Growth Blueprint Podcast on YouTube

thevaluecreators.com

TVC Substack: hunterhastings.substack.com

Knowledge Capsule:

The Revolutionary New Direct Connection Business Model

  • Digital companies are increasingly directly connected to their customers, allowing real-time access to behavioral data. 
  • This data allows companies to act on direct customer needs rather than relying on inferred needs or top-down commands. Amazon is a model example.
  • This direct connection model is a major shift in the business ecosystem, opening up new opportunities for startups, small firms, and any company operating with constrained resources. Direct connection is a different way of doing business.

Role of Data and Insights

  • In this new business system,  behavioral data is more valuable than customer opinions or satisfaction surveys.
  • Data from customer actions, like purchase behaviors and clickstreams, is analyzed to inform decisions, shifting the role of employees to interpreting and innovating based on real customer insights.

Management Evolution – Market Selection

  • Market selection, whereby customer choices directly guide company strategy, replaces traditional management roles.
  • Market selection aligns with modern complex systems theory where valuable patterns emerge when new behaviors are organically selected by the market.

Balancing Data and Human Empathy

  • Mark Osborne emphasizes the role of data and technology, especially in marketing, for understanding and tailoring to customers. 
  • He raises an important point about understanding customer “attitudes”.
  • These are derived by marketers from observed customer behaviors.  Attitudes don’t guide behavior, they’re exhibited in behavior.
  • He gives an example of Henry Ford and Steve Jobs, who innovated without surveying for customer input.

A New Approach to Identifying Customer Needs

  • Rather than relying on what customers say, companies should observe their actions to deduce their needs. 
  • AI and ML can identify the relevant behavioral patterns, while human empathy and mental models are used to interpret and validate the reasons behind behaviors.

Human Intuition and Non-Intuitive Data Insights

  • Mark Osborne acknowledges the value of machine learning in identifying unexpected data relationships. 
  • Hunter argues that even with incomplete behavioral data, companies should examine broader patterns within the customer’s system or environment.
  • For example, changes in one area of behavior could hint at underlying shifts that explain specific purchase frequency changes in other areas. People who work remotely or partially remotely might exhibit new grocery shopping frequencies, or shift to home delivery..

Leverage Customer-Driven Insights

  • Rather than surveying customers, aim to create environments where they can interact with prototypes, share experiences, and even troubleshoot issues, similar to a community-driven model. 
  • This helps capture genuine behavior-based feedback instead of attitude-based feedback, which can be more insightful.

Utilize Generative Platforms

  • Hunter points out that platforms where customers can participate in the development or improvement process — like bug-fixing communities in software or feedback forums for prototypes — foster a sense of ownership among users. 
  • This interaction allows companies to gather useful data without needing to conduct costly or intrusive outreach.

Create a Feedback Loop with Iterative Testing

  • Early-stage companies, especially those constrained by resources, can implement quick, small-scale experiments or beta tests that engage users in a dialogue. 
  • Instead of aiming for a complete MVP, which may risk negative experiences, focus on presenting these as “works-in-progress” and welcome specific input on how to enhance them.

Focus on Needs, Not Just Problems

  • Hunter highlights the importance of distinguishing between immediate issues and broader needs. 
  • By addressing the underlying emotional or performance aspirations of users, companies can build stronger connections and deliver more meaningful solutions.
  • This approach shifts from just solving isolated problems to creating value around what customers genuinely want to achieve.

Scalable Engagement Strategies

  • Rather than direct, small-scale customer interviews, encourage scalable digital interactions through online forums, webinars, or surveys that allow customers to freely share their experiences and ideas. 
  • Companies can create a space where customers feel involved, committed, and valued in the evolution of a product.

The Value Creators Podcast Episode #49. Erik Schön On Self Management Amidst Change

Has the pace and volume of change increased in the modern age? Is dealing with change more of a problem for businesses today than in the past? What is the recommended way to manage change?

Erik Schön is a student of ancient philosophy, and he reminds us that the challenges raised by change are ancient, not modern. And the ancients had good ways to deal with them. In this episode of the Value Creators podcast, Erik Schön discusses the genesis of his book, The Art Of Change, the latest of a trilogy of works that include The Art of Strategy and The Art of Leadership. Erik distills highly relevant ancient wisdom, particularly from texts like The I Ching and Lao Tzu’s Tao Te Ching. He builds a modern business application from these classic ideas based on his extensive experience in leadership and strategy.

Resources:

Connect with Hunter Hastings on LinkedIn

The Value Creators on Substack

Connect with Erik Schön on LinkedIn

Get Schön’s book on Amazon: THE ART OF CHANGE: Patterns for Success.

Yokoso Press

Show Notes:

0:00 | Intro
1:20 | The Art of Change: Background
4:34 | Practitioner’s Point of View: Developing a Resilient, Adaptable Mindset
7:53 | Persist with Change through Perseverance
11:29 | Balancing Proactive Action with Patience
14:17 | Finding Balance
15:17 | Erik’s Idea: Is Learning defined as Knowledge Accumulation?
16:06 | Flow of Knowledge and the Flow of Learning
18:24 | Embrace Natural Flow; Avoid Forceful Actions.
19:59 | Balancing of Two Elements at the Same Time
21:59 | Integrity
23:54 | Finding Balance in Flexibility and Integrity
24:36 | Idea of Purpose
27:29 | Integrity and Flexibility Guide Practical Actions
31:04 | Harmony
34:10 | Maintaining Direction Fosters Persistence and Integrity
36:39 | The Subtitle of The Art of Change is Patterns for Success
39:41 | Six Questions in Each Chapter
42:00 | Embracing Change as an Art Form: Left Brain Thinking
45:02 | Wrap – Up

Knowledge Capsule

Erik Schön’s trilogy includes:

  • The Art of Strategy (inspired by Sun Tzu’s The Art of War)
  • The Art of Leadership (inspired by Lao Tzu’s Tao Te Ching)
  • The Art of Change (inspired by the I Ching)

The sub-title of The Art Of Change is “Patterns For Success”.

  • Patterns emerge from complex adaptive systems; they are not always predictable but form as individuals interact with their environment.
  • “The Art of Change” book presents these patterns as 64 chapters, offering timeless insights that guide users based on specific challenges or goals.
  • Each chapter contains six questions aimed at prompting reflection and offering multiple perspectives for addressing current challenges, such as teamwork.

Using Patterns to Address Teamwork

  • Six guiding questions for teamwork include aligning collaboration approaches, matching skills with needs, and fostering feedback, integrity, and support.
  • These questions are designed to deepen understanding and provide actionable insights for collaborative effectiveness.

The Concept of Art in Change, Strategy, and Leadership

  • Viewing leadership and change as an art emphasizes balance between structure and creativity, blending practical wisdom with structured approaches.
  • The term “art” contrasts with rigid, formulaic methods and encourages adaptive, context-sensitive responses.

Erik’s aim in The Art Of Change is to offer a practitioner’s perspective, using first principles from ancient times to address modern leadership, strategy, and change.

Are we experiencing an increasing rate and amplitude of change in today’s world? It’s a concern that has persisted throughout history. Erik argues that change has always been a part of human existence and draws parallels to ancient times in China, emphasizing that despite turbulent conditions, people found ways to thrive.

They did so with the right mindset that prepared them for a full range of changes. Erik introduces the idea of balancing expectations with surprises in order to maintain flexibility in decision-making. He advises minimizing expectations to avoid being caught off guard and to stay present in the moment.

Erik Schön explores the concept of balance through the lenses of integrity, flexibility, purpose, capability, competition, collaboration, and harmony, drawing insights from the I Ching.

  • Integrity and Flexibility: Schön describes integrity as a combination of heart, mind, and gut feelings, and walking a straight path while maintaining flexibility in different contexts. The balance between integrity and flexibility is crucial, as one must adapt while remaining true to oneself.
  • Purpose: Schön explains that purpose, represented in I Ching, can be both individual and collective. It involves guiding one’s life and actions (or a group’s) like directing a river to prevent flooding, signifying the importance of having direction in fulfilling personal and organizational goals.
  • Capabilities and Competition: Capabilities refer to the ability to meet stakeholders’ needs. Rather than focusing on competition as winning, Schön advocates for a perspective of collective success, emphasizing collaboration to achieve shared purposes. This view aligns with I Ching’s principles, which stress teamwork as essential for survival and thriving.
  • Harmony: Harmony is likened to music, where individual elements (or team members) come together to create a coherent whole without losing their distinct qualities. Schön uses a culinary metaphor to illustrate this, where diverse ingredients enhance each other’s flavors, underscoring the value of coordination and diversity within unity.

Eric encourages embracing both practical strategies and the artistic elements of change for personal and organizational development.

Understanding Change and the Role of Mindset:

  • Schön advocates for a mindset that expects both the expected and the surprising elements of change, as this balance prepares leaders to adapt flexibly.
  • He uses the concept of approaching situations without rigid expectations, which helps reduce surprises and enables practitioners to remain adaptable and in the present moment.
  • By staying present, individuals can better navigate change, manage expectations, and avoid being overwhelmed by unexpected challenges.

Perseverance and Balance in the Face of Change:

  • Perseverance is illustrated through mythical stories such as the carp, symbolizing persistence by overcoming challenges to transform into a dragon, the ultimate shapeshifter.
  • Schön highlights the importance of balancing action with patience, drawing from I Ching‘s principle of “timely balance” to decide when to act or wait.
  • This balance—knowing when to push forward and when to observe and adapt—enables leaders to remain resilient and responsive to the dynamics of change.

Balancing Patience and Action

  • Embracing both patience and action simultaneously allows for adaptable and mindful decision-making.
  • Achieving a mindset that can “hold two thoughts at once” is key to navigating complex situations.

Integrity in Yijing Philosophy

  • In Yijing, integrity is depicted as “walking straight, following your heart and mind,” symbolizing alignment between one’s gut, emotions, and intellect.
  • The Chinese character for integrity combines symbols representing heart, mind, and action, conveying a comprehensive approach to personal alignment.

Flexibility as Complementary to Integrity

  • Flexibility involves staying open to possibilities and adapting to each moment while maintaining one’s core integrity.
  • True balance is found by discerning when to uphold integrity and when to adapt, avoiding over-flexibility that can compromise values.

Continuous Journey of Balance

  • The balance between flexibility and integrity is a journey rather than a fixed destination, continually influenced by context.
  • Erik describes this adaptability as the “art of being human,” a practice of responding thoughtfully to the people and situations of each moment.

Purpose in I Ching and Business

  • I Ching views purpose as both a personal direction and a guiding force for teams or organizations, similar to the concept of the Tao (The Way).
  • The Chinese character for purpose is illustrated by a moving foot and head, symbolizing purposeful direction in life or leadership in teams, and even society.
  • Purpose in I Ching is also metaphorically represented by guiding a river to prevent flooding, highlighting purpose as a force that shapes and controls the flow of actions.

Ancient Principles in Modern Context

  • Terms like purpose, integrity, and flexibility, though perceived as “soft” concepts, are vital operating principles, as seen in organizations like the US Marines.
  • These principles bridge ancient wisdom with present-day needs, reminding that humanity’s fundamental values have remained consistent across time.

Capabilities and Competition in I Ching

  • I Ching emphasizes building capabilities to meet stakeholder needs, aligning with business goals to serve customers and colleagues effectively.
  • Competition is reframed as a path to success, achieved by fulfilling one’s purpose alongside stakeholders rather than purely defeating competitors.
  • Collaboration takes precedence in the I Ching philosophy, emphasizing teamwork as essential for achieving shared goals, mirroring societal reliance on cooperation for survival in historical agricultural communities.

The Concept of Harmony

  • Harmony is illustrated with musical and culinary metaphors, where diverse elements (like notes or ingredients) complement each other without losing individual qualities.
  • The Chinese character for harmony combines rice and mouth, symbolizing the blend of unique contributions into a cohesive whole, promoting unity of purpose.
  • Harmony is key in team settings, encouraging diversity in roles (e.g., team members with different skills in a sports team) while aiming for alignment and coherence.

Direction and Persistence

  • Direction is a central theme in I Ching, encouraging individuals and organizations to maintain their path and purpose, even when obstacles arise.
  • Persistence, reinforced by a clear direction, allows flexibility to adapt while staying true to core values, fostering long-term balance and integrity.

Direction and Purpose in Leadership

  • Emphasizing a clear direction and a purposeful “north star” helps guide organizations and teams toward meaningful goals.
  • The purpose may evolve, but the consistent movement toward it creates learning opportunities and prevents stagnation.
  • Even without a precise destination, moving towards purpose allows teams to adapt and adjust direction as needed.

Patterns for Change and Success

  • Patterns emerge from complex adaptive systems; they are not always predictable but form as individuals interact with their environment.
  • “The Art of Change” book presents these patterns as 64 chapters, offering timeless insights that guide users based on specific challenges or goals.
  • Each chapter contains six questions aimed at prompting reflection and offering multiple perspectives for addressing current challenges, such as teamwork.

Using Patterns to Address Teamwork

  • Six guiding questions for teamwork include aligning collaboration approaches, matching skills with needs, and fostering feedback, integrity, and support.
  • These questions are designed to deepen understanding and provide actionable insights for collaborative effectiveness.

The Concept of Art in Change, Strategy, and Leadership

  • Viewing leadership and change as an art emphasizes balance between structure and creativity, blending practical wisdom with structured approaches.
  • The term “art” contrasts with rigid, formulaic methods and encourages adaptive, context-sensitive responses.

The Value Creators Episode #48. New Access to Capital for Entrepreneurs with Brian Hollins

Brian Hollins is the founder and managing partner at Collide Capital, the Founder and CEO of Takeoff Institute, and aFounding Board Member at BLCKVC. He’s devoted his career to addressing and solving the challenges entrepreneurs face in accessing capital when they’re not plugged in to elite VC networks and funding sources. Brian shares insights from his venture, Collide Capital, which provides investment, coaching, and support to entrepreneurs lacking access to traditional networks.

The conversation highlights the importance of community, mentoring and education in empowering these entrepreneurs. Brian also discusses his involvement with the Takeoff Institute, which aims to develop future leaders. The episode underscores the critical role for entrepreneurship in value creation. Entrepreneurs develop better products and services and contribute to meaningful experiences for customers. Institutional support, such as venture capital, is essential. 

Yet, only some have access to these resources, particularly those from disadvantaged backgrounds who may not be plugged into the institutional environment of university incubators and venture capital pools.

Key Challenges Discussed:

  • Lack of access to networks: Many aspiring entrepreneurs from underprivileged backgrounds may feel disconnected from the networks facilitating access to funding and mentorship.
  • Intimidation by networking: Networking can be intimidating, but it is not an insurmountable barrier. With the right coaching and support, disadvantaged entrepreneurs can find their way into these networks.

Brian’s journey serves as an inspiring example of how one can create value not only through business success but also by uplifting others and fostering a culture of entrepreneurship.

https://youtu.be/323Rsw9kQ0s

Resources: 

Connect with Hunter Hastings on LinkedIn

Connect with Brian Hollins on LinkedIn

collidecap.com

Knowledge Capsule:

Entrepreneurship as Value Creation

  • Entrepreneurship creates value by providing better products and services for customers while also offering fulfillment and potential wealth for entrepreneurs.
  • Early-stage startups require investment since costs can outweigh revenues initially, and many entrepreneurs lack access to institutional venture capital.
  • Not all entrepreneurs have access to institutional funding sources like venture capital, especially those not part of exclusive networks like university incubators.

BLCKVC Initiative

  • BLCKVC is an organization aimed at helping people of color access the venture capital ecosystem, guiding them through the fundraising process, and fostering inclusion.
  • Minority founders face challenges in accessing venture capital. Institutions traditionally overlook minority founders,, but with proven success, capital flows to diverse ecosystems will increase, promoting diversification in investment portfolios.

Networking Challenges for Entrepreneurs

  • Many entrepreneurs feel disadvantaged because they are not part of established venture capital networks. 
  • Brian acknowledges this is a real challenge but believes it can be overcome.
  • Venture capital firms tend to rely on pattern recognition, favoring entrepreneurs and business models that fit past successful archetypes, often making it harder for those outside traditional networks.

Introduction to Collide Capital and Its Focus:

  • Collide Capital is a venture capital firm focused on providing investment opportunities to entrepreneurs who historically lacked access to such resources.
  • The firm emphasizes identifying and supporting underrepresented founders and entrepreneurs.

Barriers for Entrepreneurs:

  • The common barriers entrepreneurs face, particularly those from marginalized or underrepresented groups include a lack of access to networks, mentorship, financial resources, and knowledge about scaling businesses.
  • Businesses can now generate substantial revenue with fewer resources and less bureaucracy by automating processes, reducing overhead, and leveraging technology.

Impact of Mentorship and Coaching on Entrepreneurship:

  • The role of mentorship, support, and coaching in the success of businesses, particularly startups.
  • The importance of guidance, beyond just financial investment, in helping entrepreneurs navigate challenges, avoid common pitfalls, and grow their ventures sustainably.

Deinstitutionalization of Finance Through Technology

  • Fintech, blockchain, and other technological innovations can potentially reduce the need for traditional financial institutions. 
  • In this vision, financing could become decentralized, with direct access to capital through apps, lowering entry barriers for entrepreneurs.
  • Technology, especially the internet and online platforms, provides access to information and opportunities that were previously unavailable. 
  • This democratization allows people from diverse backgrounds to gain knowledge and build businesses that would have otherwise been out of reach.

Entrepreneurial AI as a Thought Experiment

  • This concept envisions AI handling the operational aspects of entrepreneurship, from supply chain management to fundraising. Although it’s speculative, this thought experiment explores the possibility of AI supporting entrepreneurs in scaling their businesses with fewer resources.
  • While AI can assist in various tasks, it still requires human guidance. Entrepreneurs need to have experience or knowledge to instruct AI effectively, suggesting that AI alone cannot replace the expertise needed to scale a business successfully.

Takeoff Institute and Building Black Leaders of Tomorrow

  • The Takeoff Institute is an initiative that provides black undergraduates with training, mentorship, and exposure to professional environments. 
  • The program aims to equip them with essential skills like cold emailing, managing up, and technical expertise, helping them break into elite roles in finance, consulting, and other industries. 
  • It also addresses the lack of diversity in high-level corporate positions by connecting students with successful black professionals.

Show Notes:

0:00 | Intro
1:05 | Differential Access
4:53 |  Disadvantaged Entrepreneurs: How do they Get Started?
7:14 | Is Networking a Baseless Fear? 
10:01 | Unique Business Models from Lived Experience 
12:10 | Less Algorithmic, More Empathetic Approach
13:49 | Fund Zero: Collide Capital’s Stoy
15:28 | What is a Scout Check?
18:01| Collide Capital Investment’s Success Stories
21:45 | Better Entrepreneurial Culture: Raising the Community 
24:40 | Education’s Role in Entrepreneurship
28:21 | Fellowship Language
28:58 | Future Access to Investment
32:00 | Technology’s Role in Entrepreneurship: Can Finance Become Less Institutionalized through Apps?
34:55 | AI as an Entrepreneur’s Operating System 
38:00 | One-Person Billion-Dollar Company: Building Bigger Businesses with Fewer Resources
39:30 | Wrap-Up: Building Leaders through the Takeoff Institute

All future jobs will be value creation jobs.

The management revolution (a term coined by the primary historian of 20th-century management, Alfred D. Chandler) generated a lot of bureaucracy or, as London School of Economics professor David Graeber puts it, “Bullshit Jobs.” These jobs tend to be located primarily in the bureaucratic cores of the corporation: HR, finance and accounting, and legal/compliance. According to Graeber, these jobs are unfulfilling for the individuals doing them, yet deliberately designed that way by management to implement approved methods and procedures.. Those jobs are not there to create value, but to exercise control.

Graeber estimates that, in some firms, like banks, the proportion of jobs that can be classified this way is as high as 75%, and that 40% is a reasonable estimate of the average proportion.

There’s a good chance these jobs will be gradually eliminated in the future.

The problem of bureaucracy arose directly from the practice of management. In the early phases of corporate capitalism, firms were entrepreneurial rather than bureaucratic. Founding entrepreneurs drove expansion through leadership. Divisions and functions were run by mini-entrepreneurs, responding to market signals more than to bosses. Of course, they needed bookkeeping and support systems, but these were operational rather than bureaucratic.

Eventually, scale and new complexity required new forms of organization. More managers were hired. Eventually, managers took over, as the entrepreneurs exited. The 20th century was the century of management – but, as economist Ludwig von Mises pointed out, the capitalist system, properly understood, is an entrepreneurial system, not a managerial system. So capitalism itself – the system of creating value for customers and reaping the entrepreneurial rewards conferred by market approval – became distorted to shift the balance of outcomes to favor the managers and investors.

That’s where bureaucracy and bullshit jobs came in. Managers sought control: over the uncertainties and unpredictable outcomes that are typical of entrepreneurship; over the variability in consumer preferences; and over the short-term financial results of the business, because the financial markets’ demand for reliable consistency became predominant. Control was thought to come from processes, procedures and methods, documented in the bureaucracy and implemented through the authority of the hierarchy, limiting individual autonomy to adherence to tightly written job descriptions and rules of conducting business. Plans were developed at the top and executed through orders and instructions at the base of the pyramid. This philosophy was enshrined as business administration, and masters’ degrees were awarded for it.

This phase of business is coming to a close. There are many reasons why, and we can focus on two of them.

  1. New value creation business models: the digital business models of the new era are characterized by direct connection to customers. Every time a user enters a search term, or a consumer purchases on a shopping site, or a corporate employee works on Slack or Salesforce, the behavior and the content are directly and immediately captured by the data engine. Insights about actions and preferences can be generated through pattern recognition in the feedback loop, and any improvement or enhancement that the end user requires can be provided as a digital response. It’s user-guided continuous improvement. The customer is back in direct charge. When we say that customers are the ultimate value creators, this is what we mean. By their actions and statements of preference, they bring new improvements and, therefore, new value propositions into being. If they are dissatisfied, they communicate it, and perhaps look elsewhere for greater value. The customer is genuinely the boss. There’s no need for business administration – it’s superseded by direct connection to the customer without intermediation.
  2. The bullshit jobs can be automated: The advances in software headlined by business process automation and supplemented by machine learning and AI will gradually eliminate bureaucracy. Standard practices, sequential processes, form-filling, performance measurement, reporting, monitoring, authorization, accounting, budget management, and more will be performed by software rather than by managers.

So what does that leave? The most important jobs of all: value creation. Highly automated, digitally-enabled firms will require the customer insight, entrepreneurial judgment, design creativity, and empathic responsiveness that value creators bring. Value creators bring the characteristics and behaviors that are critical to business success.

  • They constantly keep value in mind: how can customers’ needs be better satisfied in a world of constant change and aggressive competition?
  • They demonstrate the entrepreneurial mindset, favoring action and experimentation rather than cautious calculation.
  • They recognize empathy as a core business tool for creative entrepreneurship, and they refine their empathic diagnosis by carefully assessing the customer experience from the customer’s perspective.
  • They collaborate harmoniously without competing for titles or recognition; they make great team members.
  • They pursue continuous innovation, never stopping, never complacent.
  • They can design innovations through a process of working backwards from the customer experience.
  • They understand marketing as building trust through relationships, and not as a mechanical process of lead generation and conversion.
  • They are masters of subjective calculation: estimating the value of future assets based on future customer satisfaction.
  • They appreciate that tacit knowledge accumulation rather than data is the source of advantage for a firm, and they error-correct their knowledge by constantly questioning and challenging.
  • They are not constrained by conventional organizational design and structure, recognizing flow as the mindset that transcends both.

The Value Creators online business course aims to elucidate and teach these principles through the lens of entrepreneurialism rather than business administration.

The New Economics: Harnessing Complex Adaptive Systems for Business Growth

The new science of complex adaptive systems in economics has transformative potential for business. This new science reveals how competitive entrepreneurial exploration of new technologies, products, and services can drive continuous economic growth. Think of it as a new law of economics, centered on the roles of value and selection in evolving entrepreneurial systems.

Traditional economics has struggled to identify unifying laws. However, the science of complex evolving systems provides a fresh perspective. An evolving system comprises many interacting components that increase in diversity, distribution, and patterned behavior over time. This seems to contradict the second law of thermodynamics, which states that natural phenomena become increasingly disordered over time.

A New General Law of Economics

By applying the principles of complex evolving systems, we can identify a new general law of economics: the emergence of new economic value over time, driven by competitive entrepreneurial discovery.

Characteristics of Evolving Systems in Economics

Analyzing the economy as a complex evolving system reveals three key attributes:

  1. Resource Configurations: There are countless ways to combine resources and inputs into new configurations.
  2. Discovery Processes: These processes generate new configurations.
  3. Selection: Certain configurations persist due to their value.

Increased order in such a system results from selection: some configurations have advantages that make them more likely to endure. Similarly, the economic system evolves through the selection of advantageous configurations.

The Economic System as an Evolving System

In economics, new configurations emerge from the diverse resources and capital structures. Entrepreneurship drives the discovery process by experimenting with new combinations. The end-user market then selects for value, ensuring that only the best configurations survive.

Therefore, the three characteristics of evolving systems—component diversity, configurational exploration, and selection—are fully demonstrated in the economic system and underpin the law of increasing value. This law can be generalized: economic systems with many interacting agents display an increase in diversity, distribution, and patterned behavior when numerous entrepreneurially generated configurations are subjected to value selection pressure. Value is the universal basis for selection in economic systems.

Three Orders of Value Selection

  1. Foundational Value: Configurations evolve to a point where they can self-maintain, with no need for reorganization or recombination. This value is associated with reliability, repeatability, trust, reputation, and ethics.
  2. Adaptive Value: Entrepreneurship drives knowledge building and information processing, supporting the creation of new configurations. Economic entities adapt dynamically to market changes, leading to growth, innovation, and competitiveness.
  3. Evolutionary Value: In complex systems, entirely new functions can be imagined and created, opening up new possibility spaces. This value is associated with the ability to invent new functions continuously.

Selection as the Key to Evolution

Selection is the primary enabling constraint in this model. A system will evolve, or increase value creation, if many different configurations are subjected to selection for value. For this to occur, markets must be free to select, entrepreneurs must be free to innovate, and selection pressures must be allowed to intensify.

Underlying Principles

  • Information Richness: Greater and faster flows of knowledge and data can open new possibility spaces for value creation.
  • Selection Pressure: The competitiveness of the market system is crucial for driving value creation.
  • Potential to Evolve: Systems vary in their potential to evolve. Increasing current value can enhance future value potential.
  • Rate of Change: The evolution rate can be influenced by increasing the number and diversity of interacting agents, the number of different system configurations, and the selective pressure on the system.
  • Interdependence: Evolving systems are overlapping and interdependent. Information transfers within these systems create an “information field.”
  • Value Selection: Systems that select based on Foundational, Adaptive, and Evolutionary Value will see increased value creation.

Understanding and applying these principles can help young professionals navigate the complexities of modern business economics and drive continuous growth and innovation.