As a worker striving to advance into professionalism, it's essential to clearly understand what resources you have at your disposal and what authority you can consolidate and command. In the early stages of work, when resources are unknown and uncontrollable, confusion and emptiness naturally follow—you want to accomplish things but can't seem to do so. Therefore, the most critical step is to master the resources you need.
To explain these concepts more clearly, I'll categorize resources into three types: A = Existing Resources B = Undeveloped Resources C = External Resources
1. Unite existing resources to create a multiplier effect (A × A = B)
Consider the environment you're in, your company, school, and other resources currently available to you. How can these be combined with your own expertise, role, and authority? Here are some simple examples:
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Business development need + company directory: Identify upstream and downstream suppliers and customers of branded enterprises from the directory; use your current position to find business development opportunities among them
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Want to increase team learning capacity? Use the company's existing space and meeting rooms to organize book clubs
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Want to improve data analysis skills? Does the company's existing customer member list provide an opportunity for you to practice different tools privately?
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Want to enhance professional expertise? Can existing colleagues and mentors answer your questions and help you build value for your future self?
In other words, existing resources × your own resources create new resources that previously didn't exist, including knowledge, funds, collaboration opportunities, and connections—encompassing both tangible and intangible assets.
2. Acquire or develop resources you don't yet have (A + B > A)
Often you want to execute a major project but face a knowledge gap between your own abilities, resources, and desired results. For example, if a friend has technical expertise and wants to scale up by opening a factory, but lacks experience with equipment and workflow layout, then you need to find ways to acquire that knowledge.
The "method" of acquiring knowledge could mean finding the "right person," which could be hiring full-time staff or bringing in a consultant to assist on-site. Alternatively, you could conduct extensive site visits to other actual factories, accumulate experience through hands-on development, and build an internal knowledge system and asset base.
Both approaches certainly require capital investment, but they allow you to accumulate substantial experience and discover the details and adjustments needed at each step. The next time you face similar circumstances, you can reduce mistakes and lower both time and financial costs.
Simply put, when facing resources you don't yet have, you should think about how to acquire the "key connection between point A and point B," and ensure the final result strengthens your existing resources.
Using the factory example: A (existing resources) + undeveloped resources (B), through methodical implementation, are retained internally to support the development of existing resources.
3. Consolidate others' resources through networks and capital (C + C > A)
Under this premise, you'll discover that sometimes, to accomplish something, you lack resources others possess that could bring your plan to reality. You need to consolidate others' resources (Note: point 2 is about accumulating and "owning" resources from external sources; this point is about "consolidating" resources).
For example, you want to produce printed products—you have content ideas but lack design and printing expertise; you have an idea but lack website development expertise.
This is similar to outsourcing: entrust specialized tasks to specialists, focus on leveraging and allocating your existing resources, and use project management techniques to maintain the integrity and execution level of the project.
Thus, others' resources (C) × others' resources (C) create an expanded effect on your existing resources (A), while also saving internal communication and learning costs.
In the "Resource Theory" discussed in Strategic Nine, it similarly emphasizes resource mastery and allocation capability, viewing an enterprise (or individual) as a "resource dominion" mechanism. By integrating resources and reducing costs, you form significant competitive advantages. In life, once you can deploy resources effectively, you'll navigate your journey with ease and grace.
