How to Build Systems (So Your Business Runs Without You)

Summary

In this insightful video, Ryan Deiss challenges the conventional wisdom of documenting every aspect of business operations. He introduces 'value engines' as a more effective approach, focusing on visual systems that empower teams to scale businesses without the need for exhaustive checklists and SOPs. Deiss outlines three core principles for documenting systems, emphasizes the importance of differentiating between value drivers and value chains, and stresses the necessity of visualizing processes for optimization. The video offers a step-by-step guide on mapping value engines, from identifying critical tasks to conducting stakeholder reviews, ultimately leading to a streamlined and efficient operational system.

Takeaways

• 📚 Over-documentation can be a pitfall; focus on creating visual systems instead of checklists and SOPs for every aspect of the business.
• 🔍 Ryan Deiss emphasizes the importance of identifying and mapping 'value engines' which are the critical components of a business operation.
• 📈 Three core principles for documenting systems: only document the critical, understand the difference between value drivers and value chains, and visualize to optimize.
• 📝 The 'E-Myth' suggests systemizing everything in a business, but in practice, this can lead to unused documentation and wasted time.
• 🔑 Value drivers are key advantages that contribute to a business's success, while value chains are a collection of these drivers that create and deliver value.
• 🛠 Shifting focus from individual value drivers to value chains is crucial as a business scales, ensuring a holistic approach to business operations.
• 🎯 Visualization is key to understanding and optimizing business processes; if you can't visualize it, you can't fully understand or optimize it.
• 📝 Define value engines as visual representations of how a company creates and captures market value, covering customer acquisition, fulfillment, and innovation.
• 🔑 Different types of value engines include growth engines for customer acquisition, fulfillment engines for post-sale processes, and innovation engines for product development.
• 📋 The process of mapping value engines involves identifying the engine, defining start and end events, brainstorming tasks and activities, and using shapes to represent different process elements.
• 🔍 A stakeholder review meeting is essential to ensure that all critical aspects of the process are captured and no steps are missed.

Q & A

What is the main argument against creating extensive checklists and SOPs for every aspect of a business?

The main argument is that documenting everything in a business can be a significant waste of time and resources, as not all documentation will be used. Instead, the focus should be on creating visual systems that enable people to run and scale the business effectively.

Who is Ryan Deiss and what is his experience in managing businesses?

Ryan Deiss is the speaker in the video script and he, along with his partners, manage 17 companies across a 200 million Holding Group. They specialize in systemizing businesses for scale and exit.

What is the 'e-myth' mentioned in the script, and why is it considered a myth by the speaker?

The 'e-myth' refers to the idea from the book 'The E-Myth Revisited' that to be truly free as a business owner, one must document and systemize everything in the business. The speaker considers it a myth because, in practice, attempting to document everything often leads to unused binders of procedures and checklists, which is not efficient or effective.

What are the three core principles for documenting systems in a business as outlined by Ryan Deiss?

The three core principles are: 1) Only document the critical, avoiding the 'e-myth' of documenting everything. 2) Understand the difference between value drivers and value chains, focusing on the latter as the company scales. 3) Visualize to optimize, ensuring that all key processes are understandable and can be improved through visualization.

What is a 'value engine' in the context of the video script?

A 'value engine' is a visual representation of how a company creates and captures marketplace value. It includes the processes for attracting new customers, fulfilling promises to existing customers, and improving or creating products and services.

Why is it important to differentiate between value drivers and value chains according to the script?

Differentiating between value drivers and value chains is important because while value drivers are specific advantages that contribute to success, value chains represent a collection of these drivers that combine to produce overall business value. Scaling a business requires a shift from mastering individual value drivers to mastering the entire value chain.

What are the three types of value engines mentioned in the script?

The three types of value engines are: 1) Growth Engine, which visualizes how to attract and convert new customers. 2) Fulfillment Engine, which documents the delivery of promised value post-sale. 3) Innovation Engine, which visualizes how offerings are created, updated, or improved (not detailed in the video).

How does the process of mapping a value engine begin according to the script?

Mapping a value engine begins by identifying the type of engine (e.g., growth or fulfillment), defining the triggering and ending events, brainstorming tasks and activities between the start and end, and using shapes like squares for tasks and diamonds for decision points.

What is the purpose of a stakeholder review meeting in the context of mapping a value engine?

The purpose of a stakeholder review meeting is to involve everyone involved in the process to ensure that all critical steps are included and to identify any missing components of the value engine map.

How does the script suggest documenting only the critical aspects of a business process?

The script suggests conducting a value engine audit to identify the critical 'power stages' that cannot afford to fail, and then documenting only those stages with checklists and SOPs to avoid overwhelming the team with unnecessary documentation.

Outlines

00:00

📚 The Myth of Comprehensive Documentation

Ryan Deis, managing partner of a 200 million Holding Group, challenges the conventional wisdom that businesses must document every procedure. He recounts his own experience of shutting down his company for a month to create exhaustive documentation, only to find it unused and a waste of time. He introduces the concept of 'value engines' as a critical yet often overlooked component of a business operating system. Deis emphasizes three core principles for effective system documentation: 1) Document only the critical to avoid the 'E-Myth' of documenting everything, which can be impractical and inefficient. 2) Understand the difference between 'value drivers' that give a business an initial edge and 'value chains' that combine various value drivers to produce sustained value as the business scales. 3) Visualization is key to optimization; one must be able to visually represent how a company creates and captures market value.

05:01

🛠 Mapping the Value Engine for Business Growth

The video segment explains the concept of a 'value engine,' which visually represents how a company creates and captures market value. It outlines the three types of value engines: the growth engine, the fulfillment engine, and the innovation engine. The focus is on the growth engine, which visualizes customer attraction and conversion. The process involves identifying the triggering event (how customers become aware of the business) and the ending event (typically a sale). The speaker uses 'Mommy Fit,' a fictional e-commerce company targeting stay-at-home moms, as an example. The mapping process starts with sticky notes and a whiteboard, asking 'then what?' to chart the sequence of events from the initial customer touchpoint to the sale. The session also discusses the importance of differentiating between value drivers and value chains, and the necessity of visualizing business processes for effective scaling and management.

10:03

🔍 Brainstorming and Refining the Value Engine

This part of the script delves into the practical steps of brainstorming and mapping out the tasks and activities that occur between the start and end of a value engine process. The speaker introduces two shapes used in mapping: squares for tasks and diamonds for decision points. The process involves asking 'then what?' to chart the sequence of actions, such as a customer seeing an ad, registering for a challenge, and potentially purchasing a product. The script emphasizes the importance of documenting current practices rather than ideal ones to ensure the map reflects actual operations. It also stresses the need to involve stakeholders in reviewing the map to ensure all critical steps are included. The goal is to create a visual representation that can be optimized and understood by all team members, ultimately leading to a more efficient and effective business process.

15:05

📋 Streamlining Documentation Through Value Engine Audit

The final paragraph focuses on the importance of auditing the value engine to identify critical stages that require detailed documentation. It suggests conducting a stakeholder review to ensure all essential steps are included in the map. The speaker then recommends creating checklists and standard operating procedures (SOPs) only for these critical 'power stages.' This targeted approach avoids the inefficiency of documenting every aspect of the business. The process concludes with finalizing the value engine map into a flowchart tool and integrating it into the company's operating system for easy access and reference. The speaker reiterates the importance of visualizing and optimizing business processes and offers resources for further guidance on scaling a business using a comprehensive operating system.

Keywords

💡Checklists

Checklists are tools used to ensure that no steps are missed in a process, often used in business for standardizing operations. In the video, the speaker argues against the creation of checklists for every single task within a company, suggesting that this can lead to inefficiency and unnecessary documentation. Instead, the focus should be on documenting only critical processes.

💡Standard Operating Procedures (SOPs)

SOPs are detailed, written instructions to achieve uniformity in the performance of a specific function. The video challenges the common belief that SOPs should be created for every aspect of a business. The speaker shares his experience where creating SOPs for everything led to a significant waste of time and suggests a more selective approach.

💡Value Engines

Value engines are visual representations that illustrate how a company creates and captures market value. The video emphasizes the importance of value engines over traditional checklists and SOPs, as they provide a clear, visual understanding of the critical processes that drive a business's success. The speaker introduces value engines as a core component of an effective business operating system.

💡Visual Systems

Visual systems refer to the use of diagrams, flowcharts, and other visual aids to represent complex information in a simplified, understandable format. The video advocates for the creation of visual systems as a means to enable team members to understand and execute business processes more effectively without being overwhelmed by text-heavy documentation.

💡Critical Processes

Critical processes are the essential activities that are vital for the successful operation and success of a business. The video suggests documenting only these critical processes, rather than every single task, to avoid information overload and to ensure that the most important aspects of the business are well understood and controlled.

💡Value Drivers

Value drivers are the specific factors or activities that contribute significantly to a company's success. In the video, the speaker explains that entrepreneurs often focus on individual value drivers, such as marketing or sales, but as companies scale, it's important to shift focus to value chains, which are a combination of several value drivers working together.

💡Value Chains

Value chains are a series of linked value drivers that combine to produce the overall value in a business. The video discusses the concept of moving from mastery of individual value drivers to understanding and optimizing the entire value chain, which is crucial for scaling a business and ensuring that multiple aspects of operations are working in harmony.

💡Growth Engine

A growth engine is a type of value engine that visualizes how a company attracts and converts new customers or clients. The video provides an example of mapping a growth engine for a fictitious business, detailing the steps from initial customer awareness to the completion of a purchase.

💡Fulfillment Engine

A fulfillment engine is another type of value engine that documents how a company delivers on the promised value to its customers after a sale is made. The video explains that fulfillment engines begin where growth engines end, focusing on the customer journey post-purchase and ensuring that the value promised during the sales process is delivered.

💡Innovation Engine

Although not the main focus of the video, an innovation engine is mentioned as a type of value engine that visualizes how a company creates, updates, or improves its offerings. This is particularly important for product-based businesses, manufacturers, and software companies to map out their product development and innovation processes.

💡Stakeholder Review

A stakeholder review is a meeting where all parties involved in a process review and provide feedback on a map or diagram of that process. In the video, the speaker suggests holding a stakeholder review to identify any missing steps or areas that need to be added to the value engine map, ensuring that all critical aspects are included.

Highlights

The video argues against the need for excessive documentation in businesses, advocating for visual systems instead.

Introduces the concept of 'value engines' as a critical component of a business operating system that is often overlooked.

Presents three core principles for effective system documentation in businesses.

Dispels the 'E-Myth' that every aspect of a business must be documented for success.

Shares a personal anecdote about the futility of documenting everything in a business.

Explains the difference between 'value drivers' and 'value chains' and their importance in business scaling.

Emphasizes the necessity of visualizing business processes to optimize them effectively.

Defines 'value engine' as a visual representation of a company's marketplace value creation and capture.

Differentiates between three types of value engines: growth, fulfillment, and innovation.

Provides a step-by-step guide on mapping a value engine using sticky notes and a whiteboard.

Advises on focusing on documenting 'what is' rather than 'what should be' for practical optimization.

Suggests holding stakeholder review meetings to ensure no steps are missed in the value engine mapping.

Recommends auditing the value engine to identify and document only critical stages with checklists and SOPs.

Advocates for a selective approach to documentation to avoid overwhelming and unused checklists.

Instructs on how to finalize value engine documentation into a flowchart tool.

Details the process of integrating value engines into a company's operating system for accessibility.

Encourages taking action by mapping and visualizing business processes without documenting everything.

Transcripts

stop creating checklists and standard

operating procedures that your team will

never use in this video I'm going to

show you why you don't need to document

everything in your business and instead

I'm going to show you how we create

visual systems that enable our people to

run and scale our businesses without us

so if you've been told that you need to

create checklists and Sops for literally

everything that your company does this

video is for you now if you don't know

who I am my name is Ryan dice my

partners and I manage 17 companies

across our 200 million Holding Group so

we know a thing or two about systemizing

businesses for scale and exit and what

I'm going to show you now is the most

critical piece of a business operating

system that everyone forgets about

they're called value engines all right

before we get into the nitty-gritty of

how you actually go about mapping and

documenting what we call Value engin I

want to give you three core principles

they really Define how we go about

documenting systems in our businesses

and frankly why it works a lot better

than the way that everybody else uh

tells you core principle number one is I

want you to only document the critical

and this is important I refer to this as

the e- myth myth now if you have not

heard of the book The eth you probably

have been living under some business

Rock somewhere it is one of the uh most

read most recommended business books of

all time and for good reason it's a

great book it has a lot of great ideas

but unfortunately the core idea of that

book is that you as a business owner if

you want to be truly free need to

document and systemize literally

everything that happens in your business

and while this is generally true it

doesn't actually work that well in

practice especially if you do what I did

which is shut down your entire company

for a month to do just that now this is

not an exaggeration I did that I

literally went on vacation while I was

on vacation I read the emth I got you

know engaged I got frankly a little bit

too excited as entrepreneurs are apt to

do and I remember coming back from

vacation walking in on Monday call

calling an all hands companywide meeting

and declaring we're not going to do

anything new at this company until

absolutely everyone in the organization

has documented absolutely everything

that they do well when I made this

announcement a couple things happened

number one some people panicked cuz they

thought that they were all getting fired

and I was having them just document

their stuff before I showed him the door

and another group was just frankly

ticked off that I was asking them to

waste time creating a bunch of

documentation needless to say nobody was

happy but we powered through we pressed

on I was able to kind of rally everybody

to the cause and when we were done like

I said about a month later we had it

literally binders filled with colorcoded

tabs and all these beautiful amazing

checklists that documented everything

that we did in the company I felt so

good about it I felt so proud of it and

this is not an exaggeration literally no

one ever looked at those checklists ever

again it was one of the single biggest

waste of time core principle number two

is you need to understand the difference

between value drivers

and value chains now this is really

important because when you first started

your business there's a really good

chance that you were successful because

one or two specific value drivers and a

value driver could be something like

maybe you're really good at marketing or

maybe you're really good at sales maybe

you're really good at fulfillment um

maybe you had a particular um

proprietary piece of intellectual

property something that nobody else had

Standalone all of these little key

advantages are what's known as value

drivers and there essential if you want

to be successful the challenge is is

that entrepreneurs as their companies

scale they never get out of the focus on

the individual value drivers and what we

need to do as the company scale if we

want to start working above our business

not just in the business we need to

shift our Focus to Value chains and so

where a whereas a value driver is one

particular value driver uh a value chain

is a collection of value drivers to

varying degrees of importance that com

bind or what really produced the value

in the business in other words it's not

about just getting one thing right it

really is about getting a whole lot of

little things right this is one of the

most difficult shifts that Founders that

entrepreneurs need to make this shift

from value driver Mastery to Value chain

Mastery but that's what we're going to

be accomplishing here now core principle

number three is you've got to visualize

to optimize I've said it before I'm

going to say it again you cannot

optimize if you don't understand

something and you can't say you

understand something if you can't

visualize that thing so you might be

able to explain to me how your company

works but can you show me I submit to

you if you cannot show on a simple

diagram and a simple flowchart how your

company creates and captures Marketplace

value there's a really good chance that

you don't fully understand it if you

don't fully understand it really good

chance that you can't fully optimize it

but good news we're going to be solving

for all of that in this video so let's

get into it all right so before we dig

into too much I should probably Define

exactly what a value engine is so a

value engine is simply A visual

representation of how a company creates

and captures Marketplace value basically

how do you go out there and get new

customers and clients how do you fulfill

the customers and clients that you

already have and how do you create or

improve the products and services that

you have now this is important because

kind of these are the three things that

all companies do right all companies

make stuff all companies sell the stuff

they make and all companies fulfill the

stuff they sold what you need to

document are two or three of those

valuing we're going to get uh into the

order in just a second when you actually

get into this uh I'm going to be demoing

I'm going to be kind of showing you um

my impromptu whiteboard and I'm going to

show you how we use sticky notes it's a

really simple process you know when

you're done it eventually turns into a

you know prettier more professional

looking flowchart like this you know or

like this so to get started with this

all you will need are number one some

sticky notes you're going to need a

Sharpie and you're going to need to

whiteboard some type of writing uh

surface I want to go back to the

different types of value engines cuz

there are really three different types

of value Eng that you need to know about

the first type is the growth engine and

the growth engine visualizes how you go

about attracting and converting new

customers or clients so if I were to ask

you right now how do customers happen in

your business how do clients happen in

your business there's a really good

chance you could tell me but could you

show me second important type of value

engine is the fulfillment engine as the

name suggests fulfillment engines

visualize they document how you deliver

upon the promised value so whatever it

is that you sold in the growth engine

the Fulfillment engine is going to show

this is what we do after the sale is

made the third type the one that we're

not going to get into in this video is

the Innovation engine and The Innovation

engine documents it visualizes how you

create how you update how you improve

your offerings depending on your type of

business The Innovation engine could be

really really important if you're a

product based business business if you

do manufacturing if you're a software

company and you want to show how you go

about uh creating new features then

Innovation could matter because if you

document how customers happen and if you

document how you serve those customers

once you have them what you've

effectively done is you've you've

documented you visualize the entirety of

the customer journey and that is what we

want all right so let's get into the

step by step of how you go about mapping

your very first value engine before I

show you here though I did want to let

you know uh I wrote a comprehensive

report on exactly how we do this I will

link up to the report in the description

but while I'm going to show you if you'd

rather read through how this happens I

Do cover this uh in great detail so if

you want to do this with your team uh

just know that that is there that is

available uh inside this report step

number one is we simply need to identify

what the heck is the engine uh that we

are mapping so if you look over here

you're going to see here growth engine

mommy fit so in this case we're dealing

with a fictitious business called Mommy

fit they sell Fitness training and

equipment to stay-at-home mom e-commerce

D Toc company let's go with this you

know as the example so I just wrote up

here growth engine and then the the

particular uh brand now I'm going to

encourage you to start with your growth

engine as well step two is we want to

define the triggering and the ending

event so the triggering event speaks to

what starts this entire process now for

a growth engine we answer that question

really by by saying like how do people

become aware that we exist so you know

maybe you run advertising maybe you

sponsor events um maybe you buy lists

and hand those over to your sales team

uh maybe you're almost exclusively

referral driven or you deal with walk-in

traffic the point is there is some way

that people find out that you exist

similarly we also need to define the

ending event we need to decide ahead of

time when is this particular value

engine going to be done typically growth

engines are done when the sale is made

when the contract is signed the

triggering event for a fulfillment

engine is usually a sale is made

fulfillment engines tend to to begin

where the growth engine ends that's why

I say if you do these two you combine

you have the entirety of the customer

journey and as for when a fulfillment

engine ends that's going to vary from

business to business what we usually

like to say is we're going to have a

fulfillment engine end when we ask for a

testimonial ask for a customer story

because you're unlikely to do that until

the promis value has been delivered but

again let's say for right now here we

are we are mapping this growth engine

for mommy fit we're going to say how do

people become aware that mommy fit

exists and it's really really simple um

they're going to start with Facebook ads

uh they also run some Google ads and

they do some Instagram stories and real

so we're going to put that here we're

also going to go up here we're going to

write the word start trigger event done

what about the ending event and in this

case we're going to say that the ending

event again is a purchase was made

purchase was complete we're just going

to put that over here for now put it

somewhere over here in the right hand

lower right hand corner you might wind

up moving it around later on so there

you have it we got the triggering event

uh we have the ending event now what we

need to do step three is we need to

begin to brainstorm the tasks and

activities between the start uh and the

end and to do this there's really only

two shapes that you need to know about

shape number one is just the square and

the square is a simple task or activity

something happened the second shape that

you need to know about is the diamond we

use diamonds when it's what's known as a

Gateway or a decision diamond in other

words when there's kind of a fork in the

road but the way that we go about

mapping this is we just simply ask one

question over and over and over again

and that one question is then what now I

know that seems a little bit silly but

follow along with me here somebody saw a

Facebook ad a Google ad an Instagram

story are real then what happens and if

you're doing this with your team that's

just the question you'd ask okay team so

this is where it starts then what now if

I were doing this with my FIT they would

tell me um well then what happens is

we're going to send them to the 7-Day

mommy fit challenge right because that's

what this uh company does they they

drive ads into a registration page where

people are signing up for this 7-Day

challenge where they're getting free

videos uh and things like that people

see these ads then they go to this

particular sign up page great got it

then what now in this case the team if

they're clued in are going to say

something like well it depends and when

you hear it depends that is your signal

to turn the square on the diagonal and

in this case it depends on what well it

depends did they register or not because

if they didn't register right then in

that case we're going to need to run

some retargeting ads right so we we've

got all these right here and they are

driving toward the 7-Day mommy fit

challenge page the question then is did

they register well if the answer is no

they did not register then we're going

to run some retargeting ads and Those

retargeting ads are going to hopefully

send the traffic back over here to this

page so this is the flow they go through

if the answer is no now what if in fact

uh they did if they did register we're

going to deliver the series right pretty

simple if it's a yes and they did

register we're going to deliver the

7-Day Challenge Series that that's going

to happen in this stage but you can see

here this diamond shape if you get to a

point where there's a fork in the road

you go I don't know it kind of depends

if they opt in this happens if they buy

then this happens if they don't then

this happens if they ordered you know

the the Blue version then this happens

if it's a red one then it's going to be

this other one anytime you reach a fork

in the road that is a signal to turn

that square uh on a diamond and to show

how the different flow is going to

happen look none of these steps no core

value chain in your business is just a

perfectly straight linear process

there's always going to be Little Forks

in the road then what happens well um

hopefully they click on an offer link

because in every single one of these

challenge video series we're going to be

encouraging them hey if you like like

this then you should buy our program you

shouldn't invest in our training videos

so that's where this goes next did they

click on an offer link uh yes or no um

if the answer is yes they did well great

now what we're going to do is they're

going to go over here to the workout kit

sales page they're going to go over to

our sales page and they will

hopefully sign up from that um if they

didn't that's okay um we have some

follow-up emails that we're going to be

sending and hopefully at some point you

know if if this right here is a no then

hopefully at some point these follow-up

series will go ahead and bring them back

over here to the workout kit sales page

then what happens well you know it

depends did they buy did they

purchase right did they buy did they

purchase if no again that's okay we've

got some follow-up series uh that's

going to uh follow up with them and if

they did buy then we're going to make

them an offer for the deluxe kit

upsell and at this point whether they

buy this or not we are going to complete

the purchase and we are going to begin

fulfillment and at this point we will

consider this particular process done

this is the end couple of points I want

to make before we move on to step number

four point number one um I want you to

make sure that you're documenting what

is not what should be that is so

incredibly important often times and I'm

going through this with clients or

portfolio companies they want to say ah

well I know we should be doing this we

want to document what is because again

we want to visualize so that we can then

optimize now if you know that you're

going to be doing something soon you can

use a different colored sticky note or

something like that so we need more

traffic great let's add some more sticky

notes to the front customers clients

aren't converting at a high enough rate

okay well maybe we need to add some more

steps to the sales process people are

you know not buying okay maybe we need

to add more followup optimization equals

adding more sticky notes step four

though is going to be really important

in step four I want you to hold a

stakeholder review meeting the

stakeholder review meeting is a fancy

name but basically what you want to do

is you want to get everybody involved in

this process so typically it's going to

be people in the marketing you know in

sales teams if if it's a growth engine

maybe on the product and services team

if it's a fulfillment engine but you

just want to ask him hey team as you

look through this what did we miss and

in this case the good Folks at you know

Mommy fit when they were going through

this they were like hey you forgot about

the weekly workout videos remember how

uh every single week we send out a

newsletter with a new workout video and

every single week that's also designed

to drive here so this is another

awareness piece um and frankly the

people after the email follow-up series

if they don't buy well they're added to

this list as well that's the important

aspect of the stakehold review meeting

you're going to find the different

pieces that maybe you missed out on step

five this one is really really important

and this is when we actually finally get

back to that pesky checklist and sop

front I want to be clear I'm not saying

that your business shouldn't have

checklist and standard operating

procedures I didn't say that I'm simply

saying you don't need to have checklist

standard operating procedures for

everything so what should you have a

checklist and a standard operating

procedure for the way that we do this is

through what we refer to as a value

engine audit I actually describe how to

do this process uh in the operating

system uh case study that I link to

below as well as to another video that

I'm also going to link to you know in

the description but the process is

really really really simple what you do

is you're going to audit the value

engine and you're going to say okay team

of all these different steps and stages

what are the ones we absolutely

positively cannot afford to screw up you

know and and maybe the team goes hey how

we run Facebook and Instagram ads that's

that's really important that's what we

refer to as a power stage so we're going

to draw an as through around that and

same with like this weekly workout video

that's important that that gets a lot of

our prospects who didn't buy the first

time re-engaged cuz you know we found

that people really sometimes need to go

through this challenge a couple times

before they're ready to buy so that's a

really important power State you know

this whole delivery process here aspects

of it are automated but that's that's

really critical we should have checklist

around that and you know same with how

we go about building and optimizing um

our sales Pages that's another critical

component of it right so what we've

identified here is 1 two uh three four

truly critical what we refer to as power

stages now what we're going to do is

we're going to ask the question okay who

on the team owns this hey team who's

responsible for Facebook and Instagram

ads maybe somebody says oh well that's

that's Mary okay Mary the next time you

set up a Facebook Instagram ad campaign

I want you to document exactly what

you're doing don't stop what you're

doing to do it right just do document

while you do now if you do this a couple

things are going to happen number one

you're only going to document the

critical right so what that means is as

a company you're not going to have

hundreds and hundreds of checklists and

Sops that nobody ever looks at and it's

a Giant waste of time right we might

have 10 20 30 but we're not going to

have 100 200 300 step six really really

simple once you've done the um

stakeholder review meeting what you've

identified and documented some of those

power stages I'm going to encourage you

then uh to finalize that into some type

of flow chart tool there's a hundred of

them out there it doesn't really matter

which one that you use uh and then step

seven once you've documented in a

flowchart tool would be to add it to um

your company's operating system so you

can see right here this is an example of

uh you know my company's operating

system and if you go in to to our

company operating system uh into value

Eng you can see here that we've got all

of our different value engines uh that

are here that are reviewable that are

clickable that are linkable that anybody

on the team can dig in uh and they can

access all right so just to round this

out and I know that this is a pretty big

video so thanks so much for watching

really important stuff though but what I

want to be clear is this is how we

document this is how we pass knowledge

down and this is how we create systems

without burning out and without overd

douen uh every little thing also um keep

in mind that value engines and playbooks

are just one piece of a comprehensive

company operating system if you want to

get into all of the other pieces just

know that uh I do have a full video on

how we scaled from 10 million to 200

million using a scalable operating

system so I'll be sure to link that up

in the description as well and finally

obviously if you want uh our help my

team's help mapping your own value

engines your growth engines uh your

fulfillment engines and getting them

installed in an operating system it's

literally what we do with the scalable

company I would love nothing more than

to help you do that and I'm going link

up to that details about that in the

description as well with that said

thanks so much for watching this video

I'm going to encourage you to take

action uh if you got some questions you

got some comments drop them below I'd

love to hear from you uh and get out

there start mapping start visualizing

but don't document everything deal all

right I'll see you in the next one