Month 15 Detailed Schedule

Weeks 51-56: Phase 5B - Entrepreneurship

You’ve learned strategy and finance. Now learn to BUILD. This phase transforms you from someone who analyzes businesses to someone who can create them. Whether you ever start a company or not, entrepreneurial thinking will make you more valuable, more creative, and more effective.

How to Use This Schedule

Daily Time Commitment: 30-60 minutes

• Morning option: During baby’s first nap
• Evening option: After baby’s bedtime
• Split option: 15 min morning + 15-30 min evening

Flexibility Rules:

• Miss a day? Just continue where you left off
• Behind schedule? Skip optional items (marked with *)
• Ahead? Move to next day or go deeper on current material

Icons:

• :movie_camera: Video/Course
• :books: Reading
• :headphones: Audiobook-friendly
• :memo: Writing/Reflection
• :wrench: Setup task
• :brain: AI practice
• :zap: Quick task (< 15 min)

Phase 5B Overview

Week 51: The Lean Startup - Build-Measure-Learn

Goal: Complete “The Lean Startup” + Master the Build-Measure-Learn loop

Day 351 (Monday)

The Core Premise:

Startups are not smaller versions of large companies. They require a completely different management approach.

Eric Ries’s Definition:

“A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.”

This definition applies even INSIDE existing companies (intrapreneurship).

Why Traditional Management Fails:

• Traditional: Make a plan → Execute the plan → Measure against the plan
• Startup Reality: The plan is based on untested assumptions → Reality is unknown → Measuring plan execution is useless

Day 352 (Tuesday)

Validated Learning:

“The only way to win is to learn faster than anyone else.”

Traditional Learning vs. Validated Learning:

The Key Shift: Stop asking “Can we build it?” Start asking “SHOULD we build it?”

Two Core Questions:

1. Do customers recognize they have the problem we’re trying to solve?
2. If there was a solution, would they buy it?

Day 353 (Wednesday)

Leap-of-Faith Assumptions:

Every startup is based on two critical assumptions:

Example - Facebook:

• Value: Students will use the site daily (engagement)
• Growth: Students will invite friends (viral spread)

Both had to be TRUE for Facebook to work.

The MVP:

Minimum Viable Product - The smallest thing you can build to test your assumptions.

AI prompt:

I'm thinking about [business idea / project / feature].

Help me identify my Leap-of-Faith assumptions:
1. What's my VALUE HYPOTHESIS? (Do customers want this?)
2. What's my GROWTH HYPOTHESIS? (How will they find it?)
3. What evidence supports these assumptions?
4. What would prove these assumptions WRONG?
5. What's the smallest experiment I could run to test them?

Day 354 (Thursday)

Build-Measure-Learn Loop:

              ┌─────────────┐
              │    IDEAS    │
              └──────┬──────┘
                     ↓
         ┌───────────────────────┐
         │        BUILD          │
         │  (Minimum Viable      │
         │   Product)            │
         └───────────┬───────────┘
                     ↓
              ┌─────────────┐
              │   PRODUCT   │
              └──────┬──────┘
                     ↓
         ┌───────────────────────┐
         │       MEASURE         │
         │  (Innovation          │
         │   Accounting)         │
         └───────────┬───────────┘
                     ↓
              ┌─────────────┐
              │    DATA     │
              └──────┬──────┘
                     ↓
         ┌───────────────────────┐
         │        LEARN          │
         │  (Validated           │
         │   Learning)           │
         └───────────┬───────────┘
                     ↓
              Back to IDEAS

The Goal: MINIMIZE total time through the loop.

MVP Examples:

Day 355 (Friday)

Innovation Accounting:

How do you measure progress when traditional metrics don’t apply?

Three Learning Milestones:

1. Establish Baseline - MVP shows where you are
2. Tune the Engine - Improve toward ideal
3. Pivot or Persevere - Make the decision

Vanity Metrics vs. Actionable Metrics:

Cohort Analysis: Compare groups of customers over time, not totals.

The Pivot:

A structured course correction designed to test a new fundamental hypothesis.

Types of Pivots:

Day 356 (Saturday) - Lighter Day

MVP Design Exercise:

Choose an idea (real or hypothetical):

The Idea: _______________

Day 357 (Sunday) - Review + Transition

The Lean Startup Summary:

The Ultimate Insight:

“The question is not ‘Can it be built?’ but ‘Should it be built?’ and ‘Can we build a sustainable business around this?’”

Week 51 Checkpoint

Before moving to Week 52, you should have:

• Read “The Lean Startup”
• Understood Build-Measure-Learn loop
• Designed at least one MVP (even hypothetically)
• Distinguished vanity vs. actionable metrics
• Created 5+ flashcards
• Obtained “Zero to One”

Week 52: Zero to One - Creating Something New

Goal: Complete “Zero to One” + Think about innovation and monopoly

Day 358 (Monday)

The Core Premise:

“Every moment in business happens only once. The next Bill Gates will not build an operating system. The next Larry Page will not make a search engine. The next Mark Zuckerberg will not create a social network.”

Zero to One vs. One to N:

Thiel’s Interview Question:

“What important truth do few people agree with you on?”

Bad answers: “Education is broken” (many agree) Good answers: Specific, contrarian, defensible

Day 359 (Tuesday)

Competition Is for Losers:

“Competition means no profits for anybody, no meaningful differentiation, and a struggle for survival.”

Monopoly vs. Competition:

Monopoly Characteristics:

The Key Insight:

“All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.”

Day 360 (Wednesday)

The Power of Secrets:

“Every great company is built around a secret that’s hidden from the outside.”

Two Types of Secrets:

How to Find Secrets:

1. Ask: What are people not allowed to talk about? What’s taboo?
2. Ask: What are people too optimistic or pessimistic about?
3. Look where no one else is looking

AI prompt:

I work in [your field/industry].

Help me think about "secrets" - important truths that aren't widely recognized:
1. What problems does everyone complain about but accept as unsolvable?
2. What "best practices" might actually be wrong?
3. What do insiders know that outsiders don't?
4. What would a 10x improvement in this field require?
5. What assumptions does everyone in this field share that might be wrong?

Day 361 (Thursday)

The Power Law:

“In a world of power laws, you can’t afford to think that ‘weights roughly equal each other.’”

Distribution Matters:

Sales Is Hidden:

“Sales and distribution are as important as the product itself.”

Engineers often underestimate this. The best product doesn’t always win - the best-distributed product does.

Key Question: How will your customer discover you? If you don’t have a clear answer, you don’t have a business.

Day 362 (Friday)

Seven Questions Every Business Must Answer:

Cleantech’s Failure: Most cleantech companies failed because they couldn’t answer most of these questions well. Tesla succeeded because it could.

Day 363 (Saturday) - Lighter Day

Seven Questions Exercise:

Apply to a business idea (real or hypothetical):

Score: How many can you answer confidently?

Day 364 (Sunday) - Review + Transition

Zero to One Summary:

Ries vs. Thiel:

Both are valuable. Lean Startup for HOW to validate. Zero to One for WHAT kind of opportunity to pursue.

Week 52 Checkpoint

Before moving to Week 53, you should have:

• Read “Zero to One”
• Understood monopoly thinking
• Applied the 7 Questions framework
• Identified at least one “secret” in your field
• Created 10+ flashcards (cumulative)
• Obtained “Business Model Generation”

Week 53: Business Model Generation - The Canvas

Goal: Complete “Business Model Generation” + Master the Business Model Canvas

Day 365 (Monday)

The Core Premise:

A business model describes the rationale of how an organization creates, delivers, and captures value.

Why a Canvas?

• Strategic planning is usually text-heavy and boring
• Visual thinking is faster and more collaborative
• A single page forces clarity
• Easy to compare alternatives

The Business Model Canvas:

┌──────────────────────────────────────────────────────────────────────────────┐
│ KEY           │ KEY           │ VALUE         │ CUSTOMER      │ CUSTOMER    │
│ PARTNERS      │ ACTIVITIES    │ PROPOSITIONS  │ RELATIONSHIPS │ SEGMENTS    │
│               │               │               │               │             │
│ Who helps us? │ What we do?   │ What value?   │ How we engage?│ Who we      │
│               │               │               │               │ serve?      │
│               ├───────────────┤               ├───────────────┤             │
│               │ KEY           │               │ CHANNELS      │             │
│               │ RESOURCES     │               │               │             │
│               │               │               │ How we reach  │             │
│               │ What we need? │               │ them?         │             │
├──────────────────────────────┴───────────────┴───────────────┴─────────────┤
│ COST STRUCTURE                               │ REVENUE STREAMS              │
│                                              │                              │
│ What does it cost?                           │ How do we make money?        │
└──────────────────────────────────────────────┴──────────────────────────────┘

Day 366 (Tuesday)

The Right Side: Value Creation

Customer Segments:

For whom are we creating value? Who are our most important customers?

Value Propositions:

What value do we deliver? Which problems are we solving? What needs are we satisfying?

Day 367 (Wednesday)

Channels:

Through which channels do our customers want to be reached?

Customer Relationships:

What type of relationship does each segment expect?

AI prompt:

Help me design a business model for: [idea]

Let's fill out the Business Model Canvas:
1. CUSTOMER SEGMENTS: Who are we serving?
2. VALUE PROPOSITIONS: What value do we create?
3. CHANNELS: How do we reach customers?
4. CUSTOMER RELATIONSHIPS: How do we engage?
5. REVENUE STREAMS: How do we make money?
6. KEY RESOURCES: What do we need?
7. KEY ACTIVITIES: What must we do?
8. KEY PARTNERSHIPS: Who helps us?
9. COST STRUCTURE: What are the major costs?

What are the assumptions I should test first?

Day 368 (Thursday)

The Left Side: Value Delivery & Capture

Revenue Streams:

For what value are our customers willing to pay?

Pricing Mechanisms:

Key Resources:

What key resources do our value propositions require?

Day 369 (Friday)

Key Activities:

What key activities do our value propositions require?

Key Partnerships:

Who are our key partners? Which resources do we acquire from them?

Cost Structure:

What are the most important costs?

Day 370 (Saturday) - Lighter Day

Business Model Patterns:

Canvas Exercise:

Pick a business idea or analyze an existing business:

Customer Segments: _______________

Value Propositions: _______________

Channels: _______________

Customer Relationships: _______________

Revenue Streams: _______________

Key Resources: _______________

Key Activities: _______________

Key Partnerships: _______________

Cost Structure: _______________

The key question: Is this model COHERENT? Do all elements reinforce each other?

Day 371 (Sunday) - Review + Transition

Business Model Generation Summary:

Personal Canvas (Career):

• Customer Segments = Employers, clients, colleagues
• Value Proposition = Your unique skills and contribution
• Channels = LinkedIn, networking, referrals
• Revenue Streams = Salary, consulting fees
• Key Resources = Your expertise, network, credentials

Week 53 Checkpoint

Before moving to Week 54, you should have:

• Read “Business Model Generation”
• Filled out at least 2 complete Canvases
• Understood different revenue stream types
• Recognized business model patterns
• Created 15+ flashcards (cumulative)
• Obtained “This Is Marketing” and “Building a StoryBrand”

Week 54: Marketing & Messaging

Goal: Complete “This Is Marketing” + “Building a StoryBrand” + Clarify your message

Day 372 (Monday)

TED Talk: How to Get Your Ideas to Spread

The Core Premise:

Marketing is no longer about the stuff you make but about the stories you tell.

Godin’s Definition:

“Marketing is the generous act of helping someone solve a problem. Their problem.”

The Old Model:

• Find customers for your products
• Interrupt people to get attention
• Average products for average people

The New Model:

• Find products for your customers
• Earn attention through value
• Remarkable products for specific people

Key Shift:

“People like us do things like this.”

Marketing is about tribe, identity, and belonging - not features.

Day 373 (Tuesday)

The Smallest Viable Market:

“If you try to reach everyone, you’ll reach no one.”

The Question:

Who’s it for? What’s it for?

Status and Affiliation:

People buy things to change how they feel about themselves:

What status does your offering provide?

Permission Marketing:

• Earn the right to communicate
• Anticipated, personal, relevant
• The opposite of spam

Day 374 (Wednesday)

The StoryBrand Framework:

“If you confuse, you lose.”

The Problem with Most Marketing:

• Too focused on the company
• Too complicated
• No clear call to action
• Customer doesn’t see themselves in the story

Story Structure (SB7 Framework):

┌─────────────────────────────────────────────────────┐
│  1. A CHARACTER (customer)                          │
│     ↓                                               │
│  2. Has a PROBLEM                                   │
│     ↓                                               │
│  3. And meets a GUIDE (you)                         │
│     ↓                                               │
│  4. Who gives them a PLAN                           │
│     ↓                                               │
│  5. And calls them to ACTION                        │
│     ↓                                               │
│  6. That helps them avoid FAILURE                   │
│     ↓                                               │
│  7. And ends in SUCCESS                             │
└─────────────────────────────────────────────────────┘

The Critical Insight:

The customer is the HERO. You are the GUIDE (think Yoda, not Luke).

AI prompt:

I want to create a StoryBrand script for: [your product/service/idea]

Help me fill in the SB7 Framework:
1. CHARACTER: Who is my customer? What do they want?
2. PROBLEM: What external, internal, and philosophical problems do they face?
3. GUIDE: How do I demonstrate empathy and authority?
4. PLAN: What 3-step plan can I give them?
5. CALL TO ACTION: What should they do next?
6. FAILURE: What negative consequences do they want to avoid?
7. SUCCESS: What does their life look like after success?

Make sure the customer is the hero, not me.

Day 375 (Thursday)

The Problem (Three Levels):

Most Marketing: Only addresses external problems Great Marketing: Addresses internal problems

“Companies that sell solutions to internal problems win.”

The Villain: Every story needs a villain. What external force is causing the problem?

• Not a person, but a personified problem
• Should be relatable and real
• Should be something you can defeat

The Guide:

You position yourself as the GUIDE by showing:

Note: Too much authority = arrogance. Lead with empathy.

Day 376 (Friday)

The Plan (StoryBrand):

Give customers a simple 3-step plan:

Process Plan: Steps to buy

1. Schedule a call
2. Create a custom plan
3. Start seeing results

Agreement Plan: Address fears

1. We guarantee satisfaction
2. No hidden fees
3. Cancel anytime

Why Plans Work:

• Reduce confusion
• Reduce perceived risk
• Show the path forward

The Call to Action:

You MUST ask. Many businesses fail because they never make a clear ask.

Success and Failure:

Paint clear pictures:

Day 377 (Saturday) - Lighter Day

The One-Liner:

Every business needs a single sentence that explains what they do.

Formula:

“[Problem]. We help [customer] [achieve result].”

Examples:

• “Most businesses struggle to explain what they do. We help companies clarify their message so customers engage.”
• “Meal planning is exhausting. We deliver healthy, ready-to-cook ingredients so you can eat well without the hassle.”

Your One-Liner:

Combined: _______________

Day 378 (Sunday) - Review + Transition

Marketing & Messaging Summary:

Seth Godin (This Is Marketing):

Donald Miller (StoryBrand):

The Integration:

• Godin tells you WHO to market to
• Miller tells you HOW to communicate with them
• Together: Find your tribe, tell their story

Week 54 Checkpoint

Before moving to Week 55, you should have:

• Read “This Is Marketing”
• Read “Building a StoryBrand”
• Created your StoryBrand script
• Written your one-liner
• Understood smallest viable market
• Created 20+ flashcards (cumulative)
• Obtained “Rework” and “The E-Myth Revisited”

Week 55: Systems Thinking - Building a Business, Not a Job

Goal: Complete “Rework” + “The E-Myth Revisited” + Understand systems thinking

Day 379 (Monday)

The Core Premise:

Most of what you think you need to start a business, you don’t.

Rework Philosophy:

Key Ideas:

On Starting:

“What you do is what matters, not what you think or say or plan.”

On Growth:

“Why is expansion always the goal? Why is it bad to be small?”

On Productivity:

“Long lists don’t get done. Make tiny decisions.”

Day 380 (Tuesday)

More Rework Ideas:

On Meetings:

“Meetings are toxic. They break your work day into small, incoherent pieces.”

On Hiring:

“Never hire anyone to do a job until you’ve tried to do it yourself first.”

On Competition:

“Don’t focus on the competition. You’ll start to mimic them.”

On Launching:

“Don’t wait for perfect. Launch now and iterate.”

On Saying No:

“If you’re not embarrassed by your first version, you launched too late.”

Challenge Exercise:

Day 381 (Wednesday)

The E-Myth:

“The Fatal Assumption: if you understand the technical work of a business, you understand a business that does that technical work.”

The Story: Sarah is a great baker. She opens a bakery. But being a baker and running a bakery are COMPLETELY DIFFERENT skills.

The Three Personalities:

The Problem: Most business owners are 70% Technician, 20% Manager, 10% Entrepreneur. They want to do the work, not run the business.

AI prompt:

Help me analyze how I spend my time at work:

What percentage of my time is:
1. TECHNICIAN work: Doing the actual work (the craft)
2. MANAGER work: Organizing, planning, administering
3. ENTREPRENEUR work: Vision, strategy, innovation

What's the right balance for someone in my position?
What should I do more of? Less of?
How could I shift more time to working ON the business rather than IN it?

Day 382 (Thursday)

The Turn-Key Revolution:

Ray Kroc (McDonald’s) didn’t sell hamburgers. He sold a SYSTEM for selling hamburgers.

The Franchise Prototype:

Build your business as if you were going to franchise it.

This means:

1. Document everything - Operations manuals
2. Create systems - So anyone can do the work
3. Standardize quality - Consistent results
4. Work ON the business - Not just IN it

The Key Question:

“How can I get my business to work, but without me?”

Working IN vs. ON:

The Goal: Build a business that works consistently without your constant presence.

Day 383 (Friday)

The Business Development Process:

The Org Chart Insight: Even if you’re alone, create an org chart with all positions.

• You may fill all boxes now
• But you know what to hire for later
• Each box needs a system

Systems:

Every business needs three types:

1. Hard Systems - Inanimate (computers, tools)
2. Soft Systems - Animate (scripts, processes)
3. Information Systems - Data and metrics

Day 384 (Saturday) - Lighter Day

Org Chart Exercise:

Draw an org chart for your work (even if you’re an employee):

                    ┌─────────────────┐
                    │  CEO            │
                    │  (Vision)       │
                    └────────┬────────┘
           ┌─────────────────┼─────────────────┐
           ↓                 ↓                 ↓
    ┌────────────┐    ┌────────────┐    ┌────────────┐
    │ Marketing  │    │ Operations │    │  Finance   │
    └────────────┘    └────────────┘    └────────────┘

For each box:

1. What does this role DO?
2. What SYSTEMS does it need?
3. Who does it NOW? (You for everything?)
4. What would you need to HIRE for it?

Day 385 (Sunday) - Review + Transition

Rework vs. E-Myth:

Both Are Valid:

• Rework for lifestyle businesses
• E-Myth for scalable businesses
• Your choice depends on your goals

The Integration: Take what works from each:

• Rework’s questioning of assumptions
• E-Myth’s systems thinking
• Rework’s simplicity
• E-Myth’s structure

Week 55 Checkpoint

Before moving to Week 56, you should have:

• Read “Rework”
• Read “The E-Myth Revisited”
• Understood working IN vs. ON the business
• Created an org chart (even conceptual)
• Documented at least one system
• Created 25+ flashcards (cumulative)
• *Optional: Obtained “$100M Offers”

Week 56: Integration & Phase Completion

Goal: Integrate all concepts + Complete Phase 5B

Day 386 (Monday)

$100M Offers - The Value Equation:

Value = (Dream Outcome × Perceived Likelihood of Achievement) / (Time Delay × Effort & Sacrifice)

Increase Value By:

If you’re not reading $100M Offers:

Review your notes on:

• The Lean Startup (Build-Measure-Learn)
• Zero to One (Monopoly thinking)
• Business Model Canvas (9 building blocks)
• StoryBrand (7-part framework)
• E-Myth (Systems thinking)

Day 387 (Tuesday)

Grand Slam Offer Framework:

1. Identify Dream Outcome - What do they REALLY want?
2. List All Obstacles - What stops them from getting it?
3. Turn Obstacles into Solutions - Create offer components
4. Stack Solutions - Add until value overwhelms price

Business Idea Validation - AI Prompt:

I want to validate this business idea: [describe your idea]

Help me work through these questions:

1. LEAN STARTUP
   - What are my leap-of-faith assumptions?
   - What's the smallest MVP I could test?
   - What metric would indicate success?

2. ZERO TO ONE
   - Is this 10x better than alternatives?
   - What's my "secret" insight?
   - Can I achieve monopoly in a small market?

3. BUSINESS MODEL
   - Who exactly is my customer?
   - How will I reach them?
   - How will I make money?

4. STORYBRAND
   - What's the customer's problem (external, internal, philosophical)?
   - How am I the guide?
   - What's the simple plan?

5. SYSTEMS (E-MYTH)
   - Could this run without me eventually?
   - What systems would I need?

What are the biggest risks? What should I test first?

Day 388 (Wednesday)

Entrepreneurship Toolkit:

Your Personal Toolkit:

Write down the 5 most valuable concepts from Phase 5B for YOU:

Day 389 (Thursday)

Phase 5B Reflection Questions:

1. Apply Lean Startup to something you want to test:

   • Value Hypothesis: _______________
   • Growth Hypothesis: _______________
   • MVP Design: _______________
   • Success Metric: _______________

2. Apply Zero to One - What “secret” do you have about your field or industry?

3. Create a Business Model Canvas for an idea (or your career).

4. Write a StoryBrand script for something you want to “market” (even if it’s yourself):

   • Character: _______________
   • Problem: _______________
   • Guide: _______________
   • Plan: _______________
   • Call to Action: _______________
   • Stakes: _______________
   • Success: _______________

5. Write your one-liner for an idea or for yourself.

6. Identify a process you do repeatedly that could be systematized (E-Myth thinking).

7. What “rules” have you followed that Rework made you question?

8. What’s the most important entrepreneurial insight you’ve gained in Phase 5B?

Day 390 (Friday)

Entrepreneurship Cheat Sheet:

The Lean Startup:

• Build → Measure → Learn
• MVP = smallest test of assumption
• Pivot or Persevere
• Actionable metrics > Vanity metrics

Zero to One:

• Create something new (0→1) not copy (1→n)
• Seek monopoly, avoid competition
• Find your secret
• 7 Questions for evaluation

Business Model Canvas:

1. Customer Segments
2. Value Propositions
3. Channels
4. Customer Relationships
5. Revenue Streams
6. Key Resources
7. Key Activities
8. Key Partnerships
9. Cost Structure

StoryBrand:

• Customer is the hero
• You are the guide
• Show the plan
• Call to action
• Stakes + Success

Marketing (Godin):

• Smallest viable market
• “People like us do things like this”
• Earn permission

E-Myth:

• Work ON the business, not just IN it
• Build systems (the franchise prototype)
• Three roles: Entrepreneur, Manager, Technician

Day 391 (Saturday) - Review Day

Phase 5A + 5B Integration:

Strategy (5A) + Entrepreneurship (5B):

The Full Picture:

• Phase 5A: How to THINK strategically
• Phase 5B: How to BUILD and validate

Day 392 (Sunday) - Phase 5B Completion

Phase 5B Complete!

What You’ve Accomplished

Phase 5B (Weeks 51-56):

• “The Lean Startup” - Ries (Build-Measure-Learn)
• “Zero to One” - Thiel (Innovation thinking)
• “Business Model Generation” - Osterwalder (Canvas)
• “This Is Marketing” - Godin (Tribal marketing)
• “Building a StoryBrand” - Miller (Messaging)
• “Rework” - Fried/DHH (Challenging conventions)
• “The E-Myth Revisited” - Gerber (Systems thinking)
• *“$100M Offers” - Hormozi (Value creation) - Optional
• Created your StoryBrand script
• Built multiple Business Model Canvases
• 25+ flashcards

Time Invested

• Month 15 Total: ~42-48 hours
• Daily average: ~55 minutes
• Running total: ~415-460 hours

You Now Understand:

• How to validate ideas before building (Lean Startup)
• How to think about innovation and monopoly (Zero to One)
• How to visualize and design business models (Canvas)
• How to market to your tribe (Godin)
• How to clarify your message (StoryBrand)
• How to question conventional wisdom (Rework)
• How to build systems that scale (E-Myth)
• How to create compelling offers (*$100M Offers)

Phase 5 Complete!

You’ve now finished BOTH Phase 5A (Strategy & Finance) and Phase 5B (Entrepreneurship).

Combined Phase 5 Accomplishments:

• Strategy frameworks (Rumelt, Lafley/Martin)
• Decision-making under uncertainty (Duke)
• Business fundamentals (Kaufman)
• Financial intelligence (Berman/Knight)
• Lean methodology (Ries)
• Innovation thinking (Thiel)
• Business model design (Osterwalder)
• Marketing and messaging (Godin, Miller)
• Systems thinking (Gerber)
• Unconventional wisdom (Fried/DHH)

You can now:

• Think strategically about any challenge
• Read and understand financial statements
• Validate business ideas quickly and cheaply
• Design comprehensive business models
• Craft compelling messages that resonate
• Build systems that work without you
• Challenge assumptions others accept

Next Steps: Phase 6 Preview

Phase 6: Integration & Application

You’ve learned the theory. Now put it all together.

Phase 6 focuses on:

• Integrating all previous phases
• Applying frameworks to real situations
• Capstone projects
• Building your personal MBA “toolkit”

Troubleshooting

“I’m behind schedule”

Options:

1. Prioritize: If you can only read 4 books: “The Lean Startup” + “Business Model Generation” + “Building a StoryBrand” + “The E-Myth Revisited”
2. Use audiobooks: “Rework” and “This Is Marketing” work well as audio
3. Skim: “$100M Offers” is optional
4. Extend: Take 7-8 weeks instead of 6

“I don’t have a business idea”

• Apply frameworks to your career
• Analyze businesses you admire
• The thinking skills transfer everywhere
• You might discover an idea through the process

“These books seem repetitive”

• They cover overlapping territory from different angles
• Repetition reinforces learning
• Each author has unique insights
• Take the best from each

“The E-Myth feels dated”

• The principles are timeless
• Adapt the examples to your context
• Focus on systems thinking, not specific tactics
• The franchise metaphor still works

Quick Reference Card

Build-Measure-Learn (Ries)

1. Build MVP (smallest viable test)
2. Measure (actionable metrics)
3. Learn (validated learning)
4. Repeat

Zero to One (Thiel)

• Create something new
• Seek monopoly
• Find secrets
• Pass the 7 Questions

Business Model Canvas

• Customer Segments + Value Propositions
• Channels + Customer Relationships
• Revenue Streams
• Key Resources + Activities + Partnerships
• Cost Structure

StoryBrand (Miller)

1. Character (customer)
2. Problem (3 levels)
3. Guide (you - empathy + authority)
4. Plan (3 steps)
5. Call to Action
6. Failure (stakes)
7. Success (transformation)

E-Myth (Gerber)

• Work ON the business, not just IN it
• Build the franchise prototype
• Create systems for everything
• Entrepreneur + Manager + Technician

Marketing (Godin)

• Smallest viable market
• “People like us do things like this”
• Earn permission to engage

Fifteen months complete. You’ve mastered yourself (Phase 1), others (Phase 2), leadership (Phase 3), conflict (Phase 4), strategy and finance (Phase 5A), and now entrepreneurship (Phase 5B). Phase 6 brings it all together.

Continue to Phase 6: Sustain & Thrive

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