Super Affiliate List Building – Internet Profits Hub

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Step 8 - Overview of Your Pages
Step 9 - Connecting Your Domain to Your Pages

Content Club – Internet Profits Hub

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You must not use any of Dean Holland or Internet Profits official logos
You must not use any of Dean Holland or Internet Profits pictures, profile pictures or imagery
You must not create or publish content for the use of "negative marketing"
You are welcome to add your own content to the start or end of the provided videos provided in doing so you are not in breach with any of the terms and conditions set above.
you may not edit the core video content

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iContact

Email Marketing & Surveying Software

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SEMrush - service for competitors research, shows organic and Ads keywords for any site or domain

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Radical Optionality

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become even better and more efficient at developing options for future advantage while continuing to perform in the present.
eliminate the gap between thinking (strategy formation) and doing (execution).
abandon the winner-takes-all approach
polydexterity,” the ability to exploit existing advantages in current markets while working toward multiple unknown future states.
new organizational forms and work practices, deeper integration between humans and technology, and next-generation performance metrics.
Business leaders are facing choices not between a few plausible future states but rather a multitude, with each individual state being hard to describe ex ante and only recognizable ex post
adapt quickly to—and thrive in—any new reality.
Fewer resources are available for financing the search for new advantages, and investors are increasingly demanding short-term returns.
long-term returns are predominantly driven by differential growth,
execute sharply on their current models while developing a multitude of options to secure future growth and competitive advantage
radical optionality.
turn uncertainty from a disruptive threat into a potential source of advantage, allowing them to thrive in any future state of the world.
From thinking then doing to thinking while doing.
spatial, social, and temporal separation of centralized strategy and decentralized execution is valuable in a stable environment,
When thinking is separated from doing, it risks becoming an exercise in guesswork or hypothesizing.
Doing must be recognized as a form of thinking—distributed and embodied
unidirectional offers into dialogues
low-cost experiments
off side
navigate a turbulent environment by thinking out loud,
corporate communications) into one of prospecting and discovery
From striving for fit to creating optionality
he efficiency gain of striving for fit comes at the cost of flexibility
In times of uncertainty and change, optionality becomes critically important
more diversity and flexibility in their practices and approaches in the present, thereby keeping more future options open
firms need to keep around so-called losers, refraining from shutting down ideas that at first seem unsuccessful.
They may become valuable if the environment shifts or in combination with other innovations.
From exploring versus exploiting to exploring while exploiting.
Ambidextrous companies typically run execution and innovation as separate, loosely connected processes
carefully balanced
radical optionality requires breaking, rather than optimizing, the assumed ambidexterity trade-off by exploring while exploiting.
polydexterity,
exploit existing advantages in current markets while working toward multiple unknown potential future states.
rom balancing apparently contradictory activities to integrating them in order to create synergies that improve the economics of innovation, thereby reducing the costs, delays, and failures associated with separateness.
From market segments to mass customization
digital market platforms can help overcome those limitations:
make sharper individual predictions by looking at behavioral data such as
From enterprise to ecosystem
What could a model of radical optionality look like in practice?
Embrace external complexity.

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SmHarter insights Blog | Are OKRs really good for Innovation?

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The past and future of the office: a visual timeline of workplaces - The Washington Post

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Complexity lessons from my garden. | by Sonja Blignaut | Mar, 2023 | Medium

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Design for emergence, not a particular outcome.
create the conditions for emergence and foster an environment that they might find attractive.
2. Constraints and affordances
affordances are relational or contextual and characterize the suitability of the environment to the observer or perceiver.
we will only perceive or notice relevant ones based on our intentions and capabilities
constraints shape not only the landscape of affordances around us but also our ability to perceive and use them.
different constraint typologies
kinds of constraints that coaches use to craft learning environments that fosters adaptive players
Environmental constraints
ambient conditions
city regulations
social constraints
Labour laws, budgets, health, and safety requirements, complying with anti-money laundering standards
Task constraints.
What are we trying to achieve
set of constraint options
at the level of the organization or team
Choices around ways of working, e.g., hybrid work, incentives and rewards, organizational structure etc., all influence your affordance or option landscape.
c. Individual constraints.
we deal with people with individuals with different skills, experiences, motivations, and emotional states
cannot remove the individual from the equation altogether
people will shape the culture in ways you can’t control or predict
tending to organizational culture, just like tending to a garden, is an ongoing task
3. Temporal constraints
against speed as a virtue in itself
a system that has carefully accumulated the relevant memories and experiences over time will be in a better position to react quickly than one that is perpetually jumping from one state to the other
We often want to optimize for speed. But some things take time.
Sometimes we need to leave things alone for a while to see what emerges. Other times we need to sense and respond more quickly to avert disaster.
4. Reframing change
change is the lifeblood of a garden, families, organizations and teams.
the context around us is ever-changing, and we must remain open to adapting, learning and unlearning, embracing new personalities and generations and new thinking. This is how we stay relevant.
We can’t fully know what the future holds or accurately predict what will happen next week. However, we can proactively create environments where people can learn how to learn, build adaptive capacity, and be prepared to cope with whatever comes next. In short, to become complexity fit.