Part 7/14:
The speaker distills organizational value into two fundamental activities: creating and selling. Whether designing a product or convincing users of its value, these activities drive impactful results. Conversely, many other tasks—such as routine management—become part of the interstitial space, essential but less critical for competitive advantage.
He warns against merely describing or summarizing work performed by others, as it leads to superficial engagement. Genuine value arises from problem-finding, problem-solving, and deep understanding—activities that require critical thinking and mastery.