Massive Action in the Age of Time and Cost Performance #62

■ Pursuing efficiency alone does not create quality

We live in an era where time performance (taipa) and cost performance (cospa) are highly valued.
There is a demand to achieve great results with minimal time and cost.

However, there is something we must not forget.
That is, you cannot truly improve quality without having experience.

If high quality could be easily achieved without gaining experience, it would likely become an area that AI could sufficiently replace.
For humans to create value, experience gained through trial and error is essential.

Everything has two sides.
You cannot look only at the results and skip the process that leads to them.

■ 'Probability' and 'Experience' from the perspective of a coin toss

A coin has heads and tails.

If you flip it once, the theoretical probability of getting heads or tails is 50%.
So, if you flip it twice, will you definitely get one head and one tail?

The answer is no.

You might get heads both times, or tails both times.
In other words, there is a difference between theoretical probability and the actual results that occur.

What is needed to bridge this gap is the 'number of trials'.

■ The contradiction of 'it didn't sell even though it met the needs'

Similar things happen in the business world.
For example, the phenomenon where a product doesn't sell even though it was created to meet customer needs.
There is something we must consider here.
Was the product truly meeting customer needs in the first place?

Also, how much information was that judgment based on?
Was it the result of listening to 10 customers?
100 people?
1,000 people?
10,000 people?

Naturally, the more data you use as a reference, the higher the accuracy of your judgment becomes.

■ The importance of 'action volume' as shown by the Law of Large Numbers

In probability theory and statistics, there is a concept called the Law of Large Numbers.

Simply put, it is the idea that 'the more you increase the number of trials, the closer the actual results will get to the theoretical probability'.

For example, the theoretical probability of a coin landing on heads is 50%.
However, if you flip it only a few times, the result could be 100% heads or 0% heads.
On the other hand, if you increase the number of trials to 100, 1,000, or 10,000, it will gradually approach the theoretical value of 50%.

In other words, 'by increasing the volume of action, you can turn hypotheses into facts'.

■ Did you do everything you were supposed to do?

When considering the problem of a product not selling despite being supposed to meet customer needs, there are two major perspectives.

The first is whether you truly captured the needs.
Did you gather enough customer feedback?
Did you check the trends of the entire market?
Did you judge the opinions of a limited few as 'needs'?

This needs to be verified.

The second is whether you delivered it to enough people.
No matter how excellent a product is, it won't be purchased if its existence is unknown.
As shown in the AIDMA law of marketing, it is first necessary to be recognized.

In other words, the volume of action—'to whom and how much did you deliver it'—is also important.

In the first place, 'did you do everything you were supposed to do?'.
Without even finishing what you set out to do, you cannot possibly make the right judgment.

■ You cannot polish quality without quantity

Of course, simply increasing the volume of action does not guarantee success.
At some stage, you need to improve the quality of your actions.

However, to improve quality, you first need quantity.
This is because without sufficient trials, you cannot obtain the material to judge what is good and what is bad.

If you cannot visualize the problems, you cannot improve them.

This way of thinking can also be expressed by the term 'divergence and convergence'.
In the 'divergence' stage, quantity is prioritized over quality.

Try what you can think of.
Do everything you can do.
Increase the information obtained from the results.

Even if the results are different from what you expected, do not exclude them based on preconceptions.
There is a possibility that they contain important information that will lead to your next growth.

And once enough information has been gathered through massive action, you move to 'convergence'.
In convergence, you analyze the obtained information and narrow down the options with logical grounds.
Then, you shift to higher-quality actions.

In some cases, you may return to 'divergence' again.

■ It is the cycle of quantity and quality that produces results

For growth and the creation of results, you cannot seek a perfect answer from the start.

Act first.
Gain experience.
Learn from the results.
And improve quality.

By repeating this cycle, you will gradually get closer to the correct answer.

Because we live in an era where time and cost performance are demanded, there is something we must not forget.

That is, 'to experience the necessary quantity before seeking quality'.
And, 'to convert to quality based on the facts obtained from quantity'.

I believe that this repetition of divergence and convergence is the essence of producing results.