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In the "Learning How to Learn" mindset, the "Act Local in a Foreign Country" approach means  identifying the behaviors, practices, and perspectives of an unfamiliar environment while maintaining a learner's curiosity and adaptability.

This approach emphasizes immersion, cultural sensitivity, and context-driven learning to navigate new challenges effectively.

Curiosity & Adaptability

Where are you? ZOOM In and OUT.

See the macro and micro of the situation. What’s happening up close and does it adjust and change as you see the bigger picture?

What’s happening around you? Competition? Congestion? Atmosphere? What’s the landscape and how might it be affecting you?

Find landmarks or pointers.

Beacons that stand out and ask what do they mean, why are they there? What’s their purpose?

Look for connections, links and nodes that help communicate information or indicate areas of interest - or strengths/ brittleness.

What is driving change in the city? Can you see indications of it?

ASK / EXPLORE / LISTEN.

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"Thinking Like a Bad Guy" in the context of Learning How to Learn involves adopting a critical mindset to uncover vulnerabilities, weaknesses, or blind spots in a business, brand, or organization.

By identifying areas of potential failure or exploitation, you can strengthen strategies, anticipate challenges, and build resilience.

Thinking like a bad guy doesn’t mean acting maliciously; it’s a strategic exercise in identifying vulnerabilities and turning them into strengths. By proactively analyzing weaknesses, organizations can better prepare for challenges, outmaneuver competitors, and adapt to evolving markets.

1. Understand the Brand's Value Proposition

Ask: What makes the brand unique or valuable to its customers?

Bad Guy’s Lens:

What part of this value proposition is hardest to deliver consistently?

Could competitors offer the same value faster, cheaper, or better?

2. Analyze the Customer Experience

Ask: What do customers love, and where do they face friction?

Bad Guy’s Lens:

Are there pain points in the customer journey that competitors could exploit?

Are customers underserved in certain areas (e.g., support, delivery, personalization)?

3. Examine Operational Weaknesses

Ask: How does the business operate internally?

Bad Guy’s Lens:

Are there inefficiencies in supply chain, production, or team collaboration?

Is the organization over-reliant on specific technologies, suppliers, or people?

4. Assess Market Position and Reputation

Ask: How is the brand perceived in the market?

Bad Guy’s Lens:

Are there gaps between the brand's promises and its actual delivery?

Could negative publicity or unmet expectations harm its reputation?

5. Evaluate Competitive Landscape

Ask: Who are the brand’s biggest competitors, and what are they doing differently?

Bad Guy’s Lens:

Could competitors undercut pricing, out-innovate, or out-market the brand?

Are there emerging players or trends that threaten the brand's relevance?

6. Explore Vulnerabilities in Innovation

Ask: How does the brand stay ahead of trends?

Bad Guy’s Lens:

Does the brand rely on outdated strategies or resist change?

Is the innovation pipeline sustainable, or could it stagnate?