Chenyi Shi

I guess I'll just add on to the perspective of a student of the seven powers framework, not a creator of that.

So one thing that struck me as the most useful way to apply the power framework is really as a cognitive leverage.

So I think, Ben, you mentioned it doesn't really tell you what's the next thing you should build or what product is going to hit the market, but it kind of tells you what's the right strategy question to focus on.

I think the way I put it is, what is not important is as important as what's important.

Naturally, as founder and operators, you will spend 90%, 95% of time on operational excellence.

It's so important you have the right team, the right culture, the right execution.

But there's 5% of time that you may spend on real important strategy questions.

And those are what determines the eventual margin structure of the business, the competitiveness of the business.

And what power structure can tell you is what is that 5%?

Out of all the things you're thinking about, what really makes the real strategic importance that you spend all the time thinking about?

That's one way I think this will be the most useful, maybe for a lot of members in your audience.

The other comment I'd have is, now that I've had the chance to work on the theory myself, it's actually amazing how it's not done yet.

I've been in Hamilton's class seven, eight years ago at Stanford.

I've been working with him for the past couple of years.

I used to think, oh, it's all in the book.

It's just there.

There are seven of them and it's all described.

But then as we dig into it, things that we don't know come up.

We talked about platform last year and

We're going to talk about transforming now.