How do you think of systems?

So I want you to think of systems like assembly lines, let's go back to the time when Henry Ford first created the assembly line, I mean, this was transformational in terms of increasing production.

And certainly there may well have been significant benefit in terms of craftsmanship from someone going through and just working on a single vehicle.

But the downside was just production was so slow.

And so suddenly, assembly lines came in, and Henry Ford's teams could build the cars far quicker.

Now back in this time, there was no robots, there was no combat systems, none of that existed, it was just still such a significant improvement, because someone could come in and put one part on and then go back and put that next part on the next car.

And they're just like, same thing over and over and over, it was a process.

And as that car went through that series of processes, then it got built.

And this is very similar to systems.

Remember what we discussed yesterday, if you haven't watched yesterday's post, or listen to it, then I invite you to go and do that, because I gave you a definition of the system.

And that means that the execution of those processes causes a result, just like on the assembly line, process, process, process, process and outcomes a result.

Now, when you think of systems like this, then I want you to expand out your vision of this, your imagination of this into your business, you see your business has a whole lot of systems going on.

And in that case, we should think of them like a whole lot of assembly lines.

And you could even organize them.

How cool would that be like, imagine you had like a little factory I know, like climate change and all that.

So factories, let's imagine that it's solar powered.

And it's and it's super efficient.

But you've got a bunch of factories, you've got one called marketing, and one called sales and one called advertising one call fulfillment.

And then when you get better, and those ones are all operating, then some other ones start to come online, they might be dormant at the beginning, not really needed.

But suddenly, later on optics and team and accounting, and taxes and legal and how much cash you take out at the end of the day, like all of these little factories, and inside some of them, some of them are small, and some of them big.

And some of them have systems or assembly lines that have a lot of processes.

And some have some that only have a few processes.

Some have many copies of the same assembly line the same system, because there's a lot of production of the same thing as like, Okay, well, let's just replicate that system five times, or 10 times or 28 times, let's get all of those operating at once.

So that continual production is enabled.

So advertising might be a very big factory.

But some factories will take a long time to do anything.

For instance, sales, sales, often will be the creation of funnels or creation of email campaigns that sell for those funnels.

And they may take significant amounts of time.

And so that could be visualized as one very long production line.

As it goes along.

And that webinar gets built, the slides get built, the copy gets built, the pages get built, the email campaigns get written and they get installed and the triggers and the automations.

get done.

And all of these steps, step step, step step steps.

So that might take considerably longer than just taking a video and turning into quote cards and posting it to YouTube and posting it to reposting it back to Facebook, or taking it out and making a podcast all of those things might be relatively simple, but they happen every day.

So there's a lot of the same assembly line, the same system working in parallel.

And the interesting thing is, at the beginning, well, hey, well, at the beginning, you can get by with none of this documented, just muddle along or as the system gets generated, fix things and, and okay, yeah, we need to put this we need to put that I know that's in the wrong order.

Let's fix that.

And so there's a lot of problem solving and troubleshooting.

But usually what happens is a business grows, none of that's documented, the systems aren't documented, they're not written down.

And so all of that know how all of that runs, dim gets lost.

Why? Because there's no structure to document all of these assembly lines.

And this is where businesses run into big problems.

Suddenly they expand and expand and expand and what worked at a smaller level doesn't work when you've got multiple factories trying to produce all at once and suddenly there's errors and these backlogs and there's bits and pieces falling off a vehicle and it's like why doesn't that door stick on our man? Well, the door was light and then we kind of welded it poorly.

But that's your system.

It's not a vehicle.

But it is your system and this is when you know that you must sort this out.

If you need help with this head over to systemio.dev.

Look forward to seeing you on tomorrow's episode as we continue this journey into the power of systems to create.

So see you then.