Transcript

Two things I'll pull out of that. One is. The the actual key insight that how resources are allocated and where they're allocated. Shapes the resultant strategy, right? That seems so intuitive to those of us who've worked in this field. But it wasn't like you said, a lot of people thought it was top down. Built at the very senior levels, maybe by a strategy consulting firm, maybe by a senior executive, and then just download it onto the organization, right? The other thing you said was that it's much more complex. Yeah. And in that first chapter of the book, we looked at the model that you originally wrote in 1970 and we we've explored so much, so in so much depth, but. The resource allocation process is multi level. It's iterative overtime so that it's not a one time event. Rolls are inevitably in conflict. And. Context shapes the strategy that comes out of that, and, you know, and. Some some scholars and even executives will say, well, that's frustrating. Why can't it just be clean and simple? So is this just a real politique? Observation of how it actually happens? Or is there something that? You could help executives understand so they realize this is more than just. Politics inside of an organization.