Hamilton Helmer

Because what's going on is you're trying to figure out, okay, what am I doing with this business?

You know, I've got this choice and this choice.

And in the mix of that, there are both product market fit questions and power questions.

And you don't just say, well, I'm just going to do the product market fit stuff and think about power later.

You actually need to start thinking about it.

You won't solve it completely at the beginning.

You won't know, oh, yeah, I have power for sure, but you should be thinking about it.

So persistence then leads you down to those structures.

And part of the reason that it's really cool that you're sort of thinking about this in your interviews and we think about it in our work is one thing I've said to you before is that the genotypes of power are simple.

There are only seven.

My partner, Bill, says that it turns strategy from an essay question into a multiple choice question, although I don't know with chat GPT the difference anymore.

But the phenotypes, that is the exact

granular way in which they are articulated and carried forward are complicated.

Yeah, and we might struggle for weeks trying to figure out whether something has power or not.

I'll give you an example of how the idea of power is so important.

So, you know, I'm sort of a sports car nut and I used to drive too fast.

And Porsche is a great example here, which is, think of that, the 911

first one came out in 1964, 60 years ago.

Porsche wasn't sort of a sports car leader of the world at the time by any means.

And so what that enabled Porsche to do, which I don't think was conscious exactly, but sort of spun out in an evolutionary way over time, was that they took away