Posts Tagged ‘wealth dynamics’

Time For a Change #16: A Rewarding Business

by William Reed on May 31, 2012

Finding your path of least resistance

To better understand the Wealth Dynamics Square featured here, a brilliant creation by entrepreneur and founder of Wealth Dynamics, Roger J. Hamilton, it is best to start with the Wealth Dynamics Profile Test, which gives you a measure of where you start, and how far you can go, as well as which direction represents your path of least resistance to Wealth.

Even if you are not an entrepreneur, it will help you understand Wealth Creation, which is a major function of any business, and increasingly an imperative for educational institutions and non-profit organizations, which cannot depend on donations to keep their operations afloat.

There isn’t space here to go into the details of the 8 profiles, except to note that they are supported by successful entrepreneurs and business models in each category, and based on the concepts developed by Carl Jung, and derived from Asian philosophy. More importantly, the Wealth Dynamics Square is like a codex for understanding how people interact with people to create the ideas, networks, products, services and systems that make the business world go around.

Keeping your perspective

There are so many elements to manage in business that it is easy to lose your perspective. By focussing too much on one area at the expense of others, it is easy to win the battle but lose the war. The Mandala Chart can give you flexible focus, like a zoom lens which can look at the bird’s eye view of the whole, the insect’s eye for detail, and the fish’s eye for the connections.

As a guide to navigating and actually applying the concepts in the Wealth Dynamics Square, I suggest 8 categories you can use for Business: Value, Leverage, Wealth, Business Model, Strategy, Platform, Resources, and Network. Download a BUSINESS MANDALA featuring key questions for each of these categories, so that you can begin to create your own customized approach to a rewarding business.

A. Value

Without value you have no business. The challenge is that the value that is obvious to you may not be obvious, and may not even be noticed by the people who have the ability to pay for it. To be successful you need to create value, brand and package it in a way that is easy and attractive for others. This is an ongoing process, if your business is to survive the eroding forces of competition and shifting values. You must have energy and commitment to be at your best.

➀ What is your Wealth Profile, your path of least resistance?

➁ What is your personal platform, you means of showing your value to others?

➂ What is your process and plan for increasing your value over time?

Click here to find out more about the Wealth Dynamics Profile Test.

B. Leverage

Value without leverage is mere potential, a good idea waiting to be implemented. Leverage is how a concept is made known, tangible, deliverable, and ready to use or consume. Leverage is made possible by working with people in complementary profiles who can carry the concept forward into action. It depends on trust, tools, and systems for reliability.

➀ Which profiles offer the most leverage for your value?

➁ What strategies outside of your profile can you engage in to increase your leverage?

➂ What is your process and plan for increasing trust among your leverage partners?

C. Wealth

According to Roger J. Hamilton, Value X Leverage = Wealth (V x L = W). This is higher level of value for business partners, customers, and society, and the reason why a business stays in business. It is also what contributes to the lasting value, or legacy of the business.

➀ What types of value will you create for your business partners and stakeholders?

➁ What type of value do you create for your customers?

➂ What value do you create for society, and what legacy will you leave?

D. Business Model

All successful businesses operate on a structure, or business model that keeps processes running smoothly, and is the key to duplication, repetition, and sustainability. Some business models can be copied, as often happens with franchises. However, the ultimate success depends on the people involved, and not the mechanics of the business.

➀ What are the key elements and processes in your business model?

➁ Can you articulate them in the Business Model Toolbox?

➂ Do you have agreements or contracts in place to communicate and protect your business model?

Click here to learn more about business model generation, as well as tools for generating your own business model.

E. Strategy

While the business model is the vehicle, strategy is the map, the plan that shows where you are going and how you will get there. Strategies should allow flexibility to adapt the plan as you go, without losing sight of the end goal.

❐ Do you have scenarios and simulations for your business potential?

❐ Do you have a business plan?

❐ Do you have a platform for implementing your Strategy?

Click here to learn about a tool that can give you Accelerated Action with GOALSCAPE

F. Platform

In a world which is flooded with information and driven to distraction, you need a platform to be noticed, and to attract people to your products and services. Although there seems to be no limit of choices in how you build your digital or analog platform, the options are increasingly affordable and provide greater reach at a lower cost. The effectiveness of your platform depends on having a sound business model and a good strategy.

❐ What is your digital platform, website, social media, software?

❐ What is your analog platform, brochure, business card, one sheets?

❐ What is your process and plan for leveraging your platform?

G. Resources

No business can last without resources, not only financial, but information, contacts, ideas, all of the things that support and sustain your business as it grows. Pay close attention to and protect your resources.

❐ Do you keep an inventory of your resources?

❐ Do you polish, protect, and use your resources?

❐ What is your process and plan for outsourcing when you do not have particular resources?

H. Network

Ultimately it is the people in your network who make everything possible for your business. You need to identify who they are, and take care of your network well if you would have people take care of you in turn.

❐ Who are the people that can help you?

❐ Who are the people that you can help?

❐ Do you have a process and plan to cultivate and increase your Wealth Network?

Click here to read about the anatomy of your Wealth Network

Developing a rewarding business is hard work, but it becomes easier once you identify and coordinate the elements that support it. The great thing about being or even thinking like an entrepreneur is that you navigate your own course, rather than following instructions to navigate someone else’s course. Use the Business Mandala to keep your perspective and develop your work into a rewarding business.

Flexible Focus #67: A-Chart vs B-Chart

by William Reed on September 1, 2011

In this series we have introduced two levels of focus for the Mandala Chart, the 9 frame A-Chart 3X3 Matrix and the 64 frame B-Chart 8X8 Matrix, developed by Matsumura Yasuo, the founder of the Mandala Chart Method. You might compare them to two different levels of magnification in a telescope or a microscope, where the shift of focus instantly transports you to a new world. Only in this case the same lens can take you to either the microscopic or the telescopic view, in any mindscape you can imagine.

Moreover, like the longitude and latitude lines we impose on the earth for navigation, the Chart can help you get your bearings and understand the relationship of the parts to the whole. Without this you are like a mariner set adrift at sea without compass, map, or sextant. No wonder so many people are lost in life.

The difference with the Mandala Chart is that instead of a GPS (Global Positioning System), it serves as an LPS (Life Positioning System).

Lessons in Flexible Focus

Most people have great difficulty with flexible focus, perhaps because they lack such a tool. The history of civilization is filled with fascinating examples of people who were unable to see or appreciate new points of view. Sadly, the response has all too often been destructive, leading on a mass scale to war and genocide at one extreme, and intolerance and redundancy at the other.

Racism clings to a single and arbitrary view of other people, as if to say that one frame in the square is right, and all of the others are wrong. The only perceptions that are allowed in this limited view are those which reinforce the bigotry. The two sides are reduced to a black and white view that allows no room for color. Against that background read the fascinating research, Genetic Studies Show that Race is Not a Scientific Concept. The genes which affect our external appearance amount to a mere 0.01%. Under the skin we are 99.99% the same.

While hindsight is 20/20, foresight appears to be almost legally blind, particularly among experts and people at the top of their field. This has been true in the fast evolving world of computers, where people have made some embarrassingly short-sighted predictions, such as the Chairman of Digital Equipment Corporation saying in 1977 that,

“There is no reason that anyone would want a computer in their home.”

Guglielmo Marconi, pioneer in the invention of radio, was thought by some to be mentally unstable for suggesting that voice could be transmitted through the air over great distances. Decca Recording Company rejected the Beatles in 1962 saying that,

“We don’t like their sound, and guitar music is on the way out.”

Read some of the laughable bad predictions experts have made in the past. And yet predictably even ten years from now people will laugh at what today passes for common sense. So it has always been.

Why Stop at 64 Frames?

Clearly the Universe doesn’t stop at 64, so why should the Mandala Chart stop there? Theoretically you can drill down forever, but you will find that the deeper you go the more you return to the 3X3 Matrix view at that level. Mentally, it is similar to the process of juggling. It is easy to toss one ball between two hands, but more of a challenge to toss two three balls between the right and left hand. Only a handful of professional jugglers can to juggle as many as many as 8 or 9 balls at a time. Apparently in juggling the human limit breaks down quickly past the number 8.

The I Ching, or ancient Chinese Book of Changes, also starts with 8 Trigrams, which are combined into 64 Hexagrams, reflecting the same structure of the Mandala Chart. Wealth Dynamics, which is based in part on the I Ching, is also based on 8 Wealth Profiles, which combine into 64 possible partnership patterns. And of course the Mandala itself stems from the Buddhist description of consciousness, using the same number of frames. Apparently as in juggling, our consciousness reaches its limits past that number, and tends to revert back to the simpler Matrix view when pushed past the limit.

A-Chart eMandala

B-Chart eMandala

There are also time limits in working with the Mandala Chart. An A-Chart can take anywhere from 15 to 30 minutes to fill out carefully, and a B-Chart Mandala can take up to 90 minutes. Beyond that it becomes impractical from the time management perspective. Nevertheless, in contrast to the unidimensional view of inflexible focus, a 2×2 Matrix or 3×3 Matrix already has 4 to 8 more degrees of freedom, and is well worth taking the time to explore.

As an exercise in expanding your awareness of the many dimensions to a task, try taking the time to complete a B-Chart Mandala. A good place to start is with the Template for a 100 Year Life Span. It is easier to do when the subject is you.