I think of a business as an assembly line: building systems and giving people responsibility for them helps the operation run, and I recommend repeating that process. I have not specified which systems to build, how to assign responsibility, or how to measure whether the approach works.
On February 7, 2025, I described “strategic laziness” as an advantage—not avoiding hard work, but setting up systems so things can progress without me. I did not specify which systems or how to measure the advantage.
On March 28, 2025, I wrote that systemizing is necessary to get off the “hamster wheel.” I did not define the phrase or describe what to systemize.
On January 3, 2026, replying to @jforjacob, I said I had exactly the same thing going on and called it amazing. I added that I had been systemizing to replicate it, but the post does not identify what “the same thing” was or what I was systemizing.
I believe growth can come from fixing bottlenecks and getting more output from the same input. I described that improvement as a way to start compounding and go exponential, but did not identify a particular bottleneck, input, output, timeframe, or evidence.
I believe that doing the right things can make money damn near automatic. I did not explain what those things are or what automatic income would mean in practice; the post included a link whose destination is not captured.
I have also expressed a broad systems-oriented view: “Everything really is systems.” I did not specify what I meant by everything or systems.
Related: systems and discipline prevent bloat, ai leverage replaces extra hires, money as a tool for freedom