Speaking of saying the right thing in the right order, right? So tell me what you mean by that.

Again, I don't know how prevalent this is now.

It probably is still very prevalent, but it's so long since I've thought about this, but yeah, it's nice to think of it again.

So again, I feel like AI has sort of.

really messed up this pool because AI operates in pros typically.

So that probably makes it like slightly less, slightly less consistent, but essentially slides and bullet points have the same capacity, they have this way of making nonsense sound like it isn't nonsense.

Because all the information that you're putting across is disjointed and each sort of element, each slide, it feels like it makes sense on its own terms, but it doesn't all stick together, but people don't notice that.

And then you talked about taking a contrarian position, which I think is part of what Elon Musk was doing in his essay, right? Have you got any examples of like real world stuff where those tactics are working or you see them working really well?

What's the difference between a change strategy that works and one that doesn't work? Where does that good change idea come from?

Yeah, this is the elephant in the room.

Because when you say, like, "We need to come up with an idea," which is like so awesome that everybody wants it, but so unique and rare that no one's ever thought of it before, it's like, oh, cheers for that.

Speaking of like a, a bad brief, a how, that is like the ultimate example.

And this is something which is becoming worse and worse and worse every single day because, uh, you never hear people talking about this, but it's a big sort of topic that I'm interested in, is that I think we are now living through, and we've entered and are fairly deep into actually, an era of hyper-saturation and hyper-competition in almost every field.

Yeah.

I think that even compared to two years ago, the vibe is very different, and everybody's feeling sort of pessimistic, ground down, overwhelmed, and there are a million different factors contributing to this, and no one factor is probably like the killer blow.

But when you pull that all in and you sort of start with the assumption, right, nobody wants another thing on their plate on paper.

Right.

And I don't think they ever really answered what step two is.

But basically what, basically what he writes about in the strategy is like, look, no one's buying EVs because the mark- because they're, because they're, um, because all the companies are doing something really stupid, which is they're trying to market EVs as cheap little economical city runarounds, um, that whereas the technology's actually very expensive, and no one wants to buy an expensive car, which is also supremely lame and shit.

So the only way people are gonna buy EVs is if we make them very expensive status symbols.

So instead of making a cheap EV, we're gonna make a sports car.

Obviously, his first car was the, was the Roadster.

And people are only gonna buy it because they want to show off, and that's fine because it's the only reason people are ever gonna buy EVs, and let's not pretend otherwise.

Yeah, I'll leave it really open.

So when you've got three or four people with three or four different definitions of value, how does the only, not best principle, finding the one thing that you, only you can deliver actually apply? Does one clear strategic position cut through all of them, or does it need to be adapted for each?

each?So obviously the answer is it depends.

But to be more specific, so the first thing that you...

It's very important to understand, and this is something that people really struggle with, and I can understand why they do, is that we tend to think of value as being the value that a company creates.

We tend to think of it as being wrapped up very intimately with the customer proposition, the offer that you give to the customers.

And n- eight, nine times out of 10, it is, right? So like you, your strategy manifests in you offering something to the customer which they, which, which is unique and new and com- and compelling.

We, but we have to also bear in mind that there are other levers that we can pull in order to create value that the customer wouldn't necessarily be instantly aware of.

... completely missed until you asked the right question?