This is the collab of the century! For a guy that loves frameworks and everything well organized, then 1-piece visual frameworks are just the "cherry on top of the cake".
The idea of making a strategic effort and imagining what the final situation will look like is incredibly useful for achieving the right balance between short-term and long-term goals, which is crucial for startups. Then, breaking it down into quarterly, monthly, and similar steps is essential for linking it to daily operations.
I’ve also been doing this for a while with the startups I mentor in an incubator, and the positive effects are remarkable: more focus and more direction. (Although not all the other advisors like it, but that’s okay.)
How do you determine the elements that will lead you to the endgame—core values, core capabilities, and core choices? Do you base them on the endgame, the short term, or a mix of both?
Also, given that the average lifespan of a startup is 18 months, do you visualize the endgame within that timeframe, or do you look beyond, toward something like: how do you imagine the situation when your product is fully developed?
Hey, so glad you liked the article. Since most GTM companies operate within 3-18 months of lifeline, I am not such a big fan of long-term planning, and I like to work with what I have. When I applied OPE for my new product (more info soon-ish), I realized that there is one critical area of skills I need to attract to my team- so I am recruiting now and learning something new - so yeah, within my limits. I skipped the value part coz because I think that the values in the early stage are just an extension of the founder's values, and whoever can stand to work with me - is a great cultural fit :D hehe - but you know what I mean, right? While I cannot provide much helpful guidance on how to set up core choices, I can tell you that I spent a week in December on my couch thinking about the feature, talking to my colleagues, binge-listening to Hormozi and reading. It was not an enjoyable process, but when I could present this canvas to the team, they immediately grasped it. For more, just read Wes' book and DIY it. It does not really matter how I did it (these are anecdotes) - what matters is what you can get out of it & if it works- how will you teach your teams to use it? Cheers & enjoy the ride.
This is the collab of the century! For a guy that loves frameworks and everything well organized, then 1-piece visual frameworks are just the "cherry on top of the cake".
Great piece of content!
Hey Alex, so glad you liked the collab!!! Thanks so much your kind words.
Believe it of not, Wes and I share B-day - 11th of February - how cool is that.
Do not forget to congratulate us soon :D hehe - have a great weekend & thanks again for your feedback!
Uau didn’t know! Will for sure congratulate you 🙌
Hi Maja and Wes!
I really love this framework!
The idea of making a strategic effort and imagining what the final situation will look like is incredibly useful for achieving the right balance between short-term and long-term goals, which is crucial for startups. Then, breaking it down into quarterly, monthly, and similar steps is essential for linking it to daily operations.
I’ve also been doing this for a while with the startups I mentor in an incubator, and the positive effects are remarkable: more focus and more direction. (Although not all the other advisors like it, but that’s okay.)
How do you determine the elements that will lead you to the endgame—core values, core capabilities, and core choices? Do you base them on the endgame, the short term, or a mix of both?
Also, given that the average lifespan of a startup is 18 months, do you visualize the endgame within that timeframe, or do you look beyond, toward something like: how do you imagine the situation when your product is fully developed?
Thanks and i love the work you're doing!
Hey, so glad you liked the article. Since most GTM companies operate within 3-18 months of lifeline, I am not such a big fan of long-term planning, and I like to work with what I have. When I applied OPE for my new product (more info soon-ish), I realized that there is one critical area of skills I need to attract to my team- so I am recruiting now and learning something new - so yeah, within my limits. I skipped the value part coz because I think that the values in the early stage are just an extension of the founder's values, and whoever can stand to work with me - is a great cultural fit :D hehe - but you know what I mean, right? While I cannot provide much helpful guidance on how to set up core choices, I can tell you that I spent a week in December on my couch thinking about the feature, talking to my colleagues, binge-listening to Hormozi and reading. It was not an enjoyable process, but when I could present this canvas to the team, they immediately grasped it. For more, just read Wes' book and DIY it. It does not really matter how I did it (these are anecdotes) - what matters is what you can get out of it & if it works- how will you teach your teams to use it? Cheers & enjoy the ride.
Love the breakdown of the OPE framework with examples. This makes it more real and practical.