“Yeah, Now Go Implement It.”

I’ll paraphrase a point Dmitry Rumyantsev has made more than once: why you shouldn’t be afraid to share your internal kitchen — and why I’m going to keep making lectures and explaining how our HADI cycle is built.

The reason is implementation.

You can describe a great workflow in detail. Two hours of talking. Clear slides. A recording. Someone can grab the deck, watch the video, and try to “work like we do.” Sounds scary, right? We just revealed the engine. We gave away the secret knowledge.

But.

First: to even recognise the value, a person needs enough competence to see it. Otherwise they’ll skim the slides, half-listen to the talk, and conclude it’s a pile of nonsense.

Second: even if they take the materials seriously, the real problems start the moment they try to implement.

What project management system do they use — if any? What communication system is in place? Do they have role guidelines? Does the whole machine actually run?

Because take role guidelines, for example.

I once described our roles one way when we were using Todoist + Google Sheets. Then we moved into Notion — and those guidelines became outdated instantly.

Not because I did something wrong. Because any guideline is anchored to a toolset and a context.

You either write it very concretely — “be available in the work Telegram chat from… to…” — or you write it abstractly — “be available from… to…”.

And then the team (very fairly) starts asking questions like:

“Why are you DM’ing me? Why was this said on WhatsApp, not in Telegram?” — and so on.

Then those guidelines became outdated again when we refined our “reference” media plan format.

And I’ll tell you more: they’re outdated again already.

Right now I’m moving the media plan into Notion, and I’m planning a small rebellion: swapping a couple of working frameworks for ones that fit better — moving away from SMART towards ICE or RICE (google them).

And that is just the very tip of the iceberg :)))

All of this also gets shaped by the founder’s head — and the HR policy they run, consciously or not. And by the team that grows out of that policy.

So Rumyantsev never worried about “giving away secrets,” because reading isn’t enough. You still have to do the work.

And I’ll add: starting isn’t enough either. There will be a wagon and a small cart of hidden rocks.

Not “might be.”

Will be.

And yes, because of dynamic chaos, someone’s implementation might even outperform the original. That can happen. That’s part of why sharing is valuable.

Am I creating competitors?

In 95% of cases — no.

In the other 5%, we’ll share a market that I’m expanding by sharing these “secrets” in the first place.

And yes, I’m not a big market player yet.

It just means I’m growing my SOM, not my TAM (google those too).