Aji IFP Action Plan
When working with businesspeople who are new to Aji
#1 – Have everyone start to learn Aji by participating in the Introduction to Aji Course and/or by completing The Aji Starter’s Course (1 or 2 assignments/month).
How to learn to use Aji is not obvious or common sense.
Use The Introduction to Aji Course or The Aji Starter’s Course (ASC). They are easy, enjoyable and definitive.
The Introduction to Aji Course has 8 assignments, and regular online meetings,
… that help people begin to constitute a pragmatic financial ambition, and understand the description, meanings, relevance, value and purposes of The Strategy and the four tactics of designing and fulfilling offers, practices and narratives to execute The Strategy
The ASC is 21 assignments,
… and everyone needs to write responses to the Reflection Questions in each assignment
* It takes most businesspeople in Aji IFPs 12-18 months to complete the course.
The Introduction to Aji Course and The Aji Starter’s Course are easy, enjoyable and definitive.
It’s easy because they make intuitive sense.
They are enjoyable because they enable businesspeople to survive, adapt and live a good life with their spouse and children until they are at least 90 years old. This is deeply meaningful, satisfying, worthwhile and enjoyable to most businesspeople.
They are definitive because when businesspeople do the The Introduction to Aji Course and The Aji Starter’s Course they have no doubts that Aji will work, what they need to do, why they need to do it and how to do it to double their productivity, value and incomes.
By about 100 days or by the time you are halfway through the 21 assignments in the ASC, you will be starting to use Aji.
Use the Assignment Instructions for Building Networks of Capabilities in Chapter Seven of Aji, An IR#4 Business Philosophy to lead your first half-dozen meetings, at least.
* You can buy the book on Amazon.
#2 – Choose a section from the Aji Notes to read and write responses.
Use the Assignment Questions for Individuals in Chapter Seven.
Write answers to the questions. (Don’t skip this. Writing is thinking. Reading isn’t.)
Discuss your answers and reflect on how to use them to fulfill your financial, career and business intentions in your Aji IFP Meeting.
If you have completed The Introduction to Aji Course, The Aji Starter’s Course, The Aji Course or The BPC:
Choose a section from the Notes for Aji IFP Leaders to read and write responses.
Use the Assignment Questions for Individuals in Chapter Seven.
Write answers to the questions.
Discuss your answers and reflect on how to use them to fulfill your financial, career and business intentions in your Aji IFP Meeting.
1. Remember your ultimate financial purposes so that you can live a life that is satisfying, deeply meaningful, worthwhile and enjoyable.
You are working to earn and save enough money to avoid running out of it with your spouse during 25+ years of old age.
You are working to become rich.
You are working to become richer.
2. Be sure to revisit how to design each of the four fundamental tactics from time to time.
3. Always discuss how you will use what you are learning tomorrow to fulfill your financial, career and business intentions.
Different Focuses for Aji IFPs
Aji IFPs with different Focuses can be designed and led for different reasons.
Practical reasons such as recessions, wars, pandemics, new technologies and new laws, make it important.
Variety, special interests, stimulation and enjoyment, are also important.
Recurrence, Reciprocation and Recursion, are important for advanced groups to learn.
Here is a list of different focuses for Aji IFP Meetings.
Tactical Meetings:
Focus on the Tactical Pivot (Part #5 of The Strategy: Designing OPNS)
Design and Execute:
Offers
Practices
Business Narratives
Strategies
Strategic Meetings:
Focus on the Strategic Pivot (Part #6 of The Strategy: IR#4 NWC to fulfill Parts #7-#12)
Fulfill Aji’s final 6 Strategic and Competitive Intentions:
#7 – Increase autonomies
What internal limits to your thoughts and actions such as a lack of tactical, strategic and competitive knowledge are thwarting your intentions?
What external restrictions on your thoughts and actions are thwarting your tactical, strategic and competitive intentions?
#8 – Produce highly valued accomplishments
Are your accomplishments fresh, new, highly valued and scarce relative to demand,
… from your customers’, employer’s, employees’, colleagues’ and vendors’ points of view?
#9 – Establish superior identities (TVAL&D)
Is your trustworthiness, value, authority, leadership and dignity superior?
Why do you say so, or not?
What outcomes do you need to produce to improve your competitive capabilities and advantages to build your identities?
#10 – Hold highly compensated Leadership Roles
Are your Leadership Offers fresh, new, highly valued and scarce relative to demand?
What actions do you need to take to increase your competitive capabilities and advantages when you lead?
Do you have accomplishments that are sufficiently valuable and scarce to hold the leadership roles you seek?
#11 – Build strategic and competitive business organizations
Are you satisfied with your network’s tactical, strategic and competitive knowledge?
Can the entire organization design and execute their own OPNS?
What actions do you need to take to increase your organization’s competitive capabilities and advantages, productivity, value and incomes?
#12 – Anticipate new competitive situations: threats, obligations and opportunities
Are you able to anticipate new competitive situations produced by:
Local and global competitors?
New technologies?
New politics?
New demographics?
New economics?
Competitive Meetings focus on:
Competitive Capabilities and Advantages, Productivity and Value
Ethics of Power (more than 50)
Innovations
Marginal Utilities/Indifference Principle
Producing monopolies and auctions
Being first to market, most capable, best design
Value
Power
Commitments
CSCS
Part #12 of The Strategy: Anticipate, Deconstruct and Assess Competitive OPNS
Action Packages
Leadership
Different Roles, Commitments and Action for:
Business Owners
Executives
Managers
President
Vice presidents
Directors
Supervisors
Salespeople
Individual contributors
Roles are names for different categories of commitments to:
Take care of concerns
Cope with situations
Increase capabilities
Design and execute strategies
New Competitive Situations
IR#4’s rapidly changing, intensely competitive, increasingly complex and technologically advanced competitive situations
Competitive Threats to avoid or cope with
Competitive Obligations, or duties, that must be kept in order to:
Keep existing opportunities to fulfill financial, career and business opportunities
Produce new opportunities
Avoid avoidable costs and risks
Exploit opportunities
Increase competitive capabilities and advantages, productivity and value
Sources of Competitive Situations
External: Competitors, Technology, Economics, Politics, Demographics
Internal: Sources of Power
Aji’s Tactical and Strategic Pivot Intentions:
How to design OPNS
The Strategy’s 12 strategic and competitive intentions
… needed to execute The Aji Source Fundamental Strategy effectively, strategically and competitively enough to fulfill financial, career and business intentions
Aji’s Tactical Pivot:
Offers
Practices
Narratives
Strategies
Sets of Concerns:
Human concerns (13) e.g., body, family, work, play, dignity
Marriage concerns (12) e.g., vows, growing old, money
Financial concerns (6) e.g., avg stock market returns
Career concerns (12, Aji) e.g., ambitions, how to make money
Business concerns (22) e.g., constitution, politics, profits
The Spine of Business Concerns
Constitution
Capital Structures
Capital Inventory
Selling
Designing OPNS
Profitability: Manage costs, expenses and revenues
CSCS: Concerns, Situations, Capabilities and Strategies
Concerns
Situations
Capabilities
Strategies
(End Part 3 of 3)