Jason Cohen

More people, more stuff.

Make sense?

Maybe creative stuff like micro projects.

You created a YouTube channel.

Hooray.

YouTube is fun.

Everyone goes up market to the enterprise, right?

That's what we all do because they have money, don't they?

They do.

Anyway, so this is what people do.

And what I'm going to argue is that this is not what you should do, that you should instead still have only a couple of things that you do and focus everybody, all the scale that you have, on just a few things instead of this.

And the reason is that if you cut up everybody into all these different initiatives, then each initiative is not at scale, doesn't have that many people, doesn't have that many resources in terms of things like money, and so isn't very good.

So you've taken what should have been this advantage of people and diluted it.

So if you have a YouTube channel, and you have two people working on it, and some little startup is good at YouTube and also has two people on it, you're not better at them than at YouTube.

So that's not so good.

Whereas if you put 10 people on that and lots of investment, maybe you could dominate YouTube in your area.

That actually sounds pretty good.

So instead of splitting it up, you want to not dilute your scale across a bunch of projects, but still have just a few things.

That way you're using your leverage to win.

Now, of course, this begs the question, if I'm only going to do a few things, what do I pick?