Corporate Strategy
Corporate Strategy
153. Chaos Strategy
Life’s chaos can often spark creativity and reflection, as evidenced by humorous anecdotes about workplace dynamics and personal experiences. This episode traverses topics like the genius behind grocery store marketing, the push for efficiency in team settings, and the whimsical narrative of the sad Pepsi Man.
• Exploring personal chaos in everyday life
• Humorous reflections on a foot injury and workplace absurdities
• The art of grocery store Super Bowl displays
• Balancing chaotic leadership with structured organization
• The philosophy of urgency versus capacity in productivity
• The creation of the shared narrative of the sad Pepsi Man
• Recognizing the humor in corporate life and community connections
Share your thoughts and laughs with us! Join our Discord and let’s keep the conversation going!
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Elevator Music by Julian Avila
Promoted by MrSnooze
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Bet, you didn't see that coming, did you?
Speaker 2:You just the last couple. You've just jumped right into it. Cold turkey, no warmup, no warning. You just brought Craig right in. He just smacks me right in the ear hole and I don't appreciate it.
Speaker 1:You're going to be in for a real shock, Clark, when I tell you I don't have a topic for the day. You just started this.
Speaker 2:No, no plan, no discussion, you're just rip of this.
Speaker 1:No, no plan, no discussion. You just yeah. This is. This is chaos energy I'm bringing this week. I need to be chaotic because of my lack of ability to be chaotic in my, my personal, professional life, so I'm bringing it to the pod. Welcome to the chaos pod. I'm bruce and I'm clark. Chaos. This is chaos strategy. Go f yourself. How's it going, clark?
Speaker 2:it's chaotic. How about you?
Speaker 1:bro, it's so chaotic I'm I'm ripped to shreds right now, not like jacked, I'm just ripped up emotionally my life is in shambles outside of this podcast and I don't care.
Speaker 2:Chaos clock.
Speaker 1:I'm swole because I fell down the stairs yesterday and hurt my foot. That's not a lie. Is that actually true? That's why I'm not standing today.
Speaker 2:Actually I was about to call it out. I was like you're not even standing. Something must be seriously wrong.
Speaker 1:I can't you want to see?
Speaker 2:I do Lift it up, my little toesie. Oh, it's a little.
Speaker 1:Yeah, it's bruised for sure it's bruised.
Speaker 2:Yeah, on the bottom.
Speaker 1:See, this is the problem, like I've we talked about I'm not going to call it what you called it because it triggers people we talked about my, my very efficient strategy of wearing my orthotics in my slippies while I'm standing to help rebuild the arch. So I wear socks all the time now, which I don't usually do and, as you can see, but the audience doesn't see, I've got. I got uh, what is it? Vinyl floors which are quite slippery in socks. I was walking down the stairs yesterday, my dog walked ahead of me so I miscalculated the step. My foot just slid it slid like oil on ice and I ate the last two steps and landed right on my foot, on my big toe, no less, yeah I was so worried I broke it like I've never broken a bone.
Speaker 1:I'm part of the never broken a bone club. I guess teeth don't count right. I've chipped teeth. Who counts teeth as bones?
Speaker 2:Not me. My only qualifier I've broken ribs. But I'm like, do those count? There's nothing to do for a broken rib unless it punctures something.
Speaker 1:Hashtag bones in the body. That's what I'm saying. Bones outside the body, not a real bone. Teeth aren't bones. Hashtag no teeth, no bones. We agree on this.
Speaker 2:I think we do. I agree. I know I've never classified teeth as a bone, so I'm right there with you.
Speaker 1:The Calpheum, the Calpheum of America, deems teeth as not bones. Just and don't don't Google this, by the way, we're we're Joe Rogan in this podcast. Take it as a fact. Teeth aren't bones.
Speaker 2:Yes, their mouth. It's, their mouth rocks. You remember stalagmites of your mouth.
Speaker 1:That's what they are Pebbles. If you're in the UK, just remember that they're not bones. That's why you have to polish them, just like you throw rocks in a tumbler, and they come out all nice and clean.
Speaker 2:That's why we polish our teeth every day so you're telling me, if I forget whitening your teeth, rip out your teeth one by one, put them in a stone polisher and then pop them back in white it's going to work.
Speaker 1:Smooth, it works so well. Orbular, I would even go so far as to say Orbular teeth.
Speaker 2:Can you imagine what someone would look like if they just had round-shaped teeth for every single one?
Speaker 1:What's up, guys? My name's Larry. I have orb teeth, Perfectly spherical, modeled's. Larry, I have orb teeth, perfectly spherical, modeled in blender. I threw them in a tumbler.
Speaker 2:It worked really well. A rock tumbler 10 out of 10.
Speaker 1:Would recommend I put a nice glaze in there too. Oh, could you imagine? You know how grills for a minute a lot of people had grills.
Speaker 2:They still do.
Speaker 1:That's true. Grills never without a style. They just kind of come in and out of of relevance. So orb teeth, but not just orb teeth, like if we're truly keeping in the rock tumbler analogy here for our mouth stones, they got to be like rainbow orb teeth. So you've got like that weird caramel looking swirl tooth. You got one that's a little bit turquoise with the galaxy inside. You got a clear one. It's just a straight up marble. You got a marble tooth. I wonder how orb teeth chew.
Speaker 1:Obviously you're not going to be ripping in no.
Speaker 2:You can't eat meat. You're done. Meat is over for you, you're vegetarian.
Speaker 1:Yes, you're going to get little broccoli seeds. Can you imagine? In the cracks of the orbs, yep.
Speaker 2:That sounds terrible. How do we get to this? Going back to your foot thing, I always wear socks, I'm a sock guy. I like wearing socks around the house. You like to wear socks around the house? Yeah, I live my whole life wearing socks and I I love it because I have these baby soft feet that are just unbelievably comfy, no one was judging you until you said that so I, I just was envisioning you falling down your stairs.
Speaker 2:But when you raised your foot and yes, people, I saw his foot he raised it, brought it up to the camera. It was definitely bruised, like on the underside. You had like a slash through it, like you got yourself pretty good.
Speaker 1:I got myself good. I was worried I was brokest. It wasn't, though.
Speaker 2:Good.
Speaker 1:I'm good, I'm happy, you're okay. I'm happy. I am too. It could have been so much worse.
Speaker 2:Do I need to report any injuries for this week's lineup? No injuries on my part. I'm healthy, good.
Speaker 1:Super Bowl's coming up, I think. So we need you fresh and ready for that event. Whenever it happens, it's Sunday sports ball, oh wow. I only know it's the Super Bowl because my local grocery store does the soda box Super Bowl man decoration, where they make a man out of soda boxes. That's what a thing.
Speaker 2:What a thing you know, you know, for knowing it's a Super Bowl the day I walk into my, my supermarket and there's a little Super Bowl man carrying a football.
Speaker 1:It must be Super Bowl season. The football is literally just another box of soda. Yeah, you know that's we on on chaos strategy. Give a lot of credence to various roles in corporate, but none are as important as the individual who builds the cardboard box. Soda man for Super Bowl. Bless them, bless you. If you're in our Discord, we would love to have you on the episode.
Speaker 2:I would hire that person for the three positions I'm hiring for right now in a heartbeat. They've got the heart, they've got the intrinsic motivation, they've got the will, they've got the chutzpah. I love what they're putting together.
Speaker 1:Could you imagine if a resume slid past your desk, because I'm imagining it's still 1990 and paper exists. It actually slides, with a little pillow of air underneath it. It stops perfectly in front of you and you start to gaze down. You're like Intel, IBM, Publix, which, for those that don't know, is a Southeastern grocery chain. You're like Publix. Why did they include that there? And it literally says Super Bowl man Box Builder, 10 out of 10.
Speaker 2:I just emailed my recruiter right after this and I'm saying listen, if you see, these words I got to use my criteria for the filter after this. And I'm saying listen, if you see these words, if you see these words, bypass all interviews and immediately hire On the spot. Do not wait 200k salary.
Speaker 1:No questions asked Bring them to my office.
Speaker 2:Also, I need 100 boxes of Dr Pepper.
Speaker 1:Their first task is to create the super bowl man in my office, the corporate strategy logo made of pepsi. You can see it, you can visualize it. I can see this is. This is the kind of thing we need. This is the kind of goal we get to set for ourselves when we've made it.
Speaker 2:Are you signing us up?
Speaker 1:yes, when the corporate strategy office exists, which it will, the physical location, because it's just an absolute waste of money and we'd have to get it for that reason alone. We, when you walk in the front doors, which will be automatic and they will go bling when they open, you will see the logo and it will be made of pepsi and maybe, like the little man pointing to the dollar, the dollar will be a mountain dew. Oh yeah, uh-huh, you like the green, the green is popping out.
Speaker 2:I like that. I like where you're going with this let's spend the rest of the episode. Just talking about this, please. People asked I mean people told us more goof is this good? I don't think this is goof.
Speaker 1:This is, this is my serious vision for the future.
Speaker 2:This is my reality so what would you say your five to ten year plan is I have one goal I will recruit it's a market. You will make the man made of soda for my office that I can't afford I need this I need this in my life this will make it happen.
Speaker 1:Okay, good, uh. So, outside of the broken ribs and soda man, how are you doing?
Speaker 2:uh, yeah, you know I I want to go deeper, a couple clicks deeper into the way you started this podcast Chaos, chaos. I was told by one of my employees a couple weeks ago that I am chaos, You're chaos?
Speaker 1:No way, you are not chaos, mm-hmm. No, I was told. I was chaos Was this sort of of a review, like a feedback review.
Speaker 2:It was one of those off-the-cuff comments kind of made in fun, but also, you know it had a little bit of truth to it. You know what I mean. One of those comments, so I certainly didn't take it personally.
Speaker 1:There are way worse things to be called. I would say chaos isn't a compliment, nor is it a neg. It's yeah, it's squarely in the like, outside of the sphere of positive, negative, yeah, I think it's a feature I think it's a, it's a feature.
Speaker 2:I think it's a good thing. Actually, I'm curious. Let's, let's go into. I've signed you up for my therapy session and everybody that I come to listen to this.
Speaker 1:I just clicked on the meter. Your time starts now and it is expensive, so you better get through this quick. You are expensive.
Speaker 2:So I was trying to diagnose this a bit. I was thinking, okay, what exactly did that mean? And my direct reports? So I have three direct reports that have teams of their own and they report to me and they're basically my main people that do everything. They're incredible.
Speaker 2:They definitely make up for my weaknesses and one of those weaknesses is I'm not the most organized I can be, but with everything going on like I hold a lot for better, for worse, like in my head and I try to help guide them to get the things done. And their strengths are organization. They're very type A, oh. And so it's awesome because I'm like, hey, I'm not good at organizing, I can't put together this plan, but they can. So after we meet and I kind of give like the high level thing we're trying to do what happens, they go back and they do what they're great at. They put together a structured plan, come up with a roadmap. Some of them even go like as far as Gantt charts and like this is how we're going to approach the project. And it's great because I'm like you mapped out exactly what was in my head, hoping you would do, and you gave me confidence.
Speaker 1:We're going to be able to do this thing.
Speaker 2:I just provided the high level guidance towards it, and so the chaos, I think, is when I get into conversations with them. I don't follow the process and I question like everything. If you're like, hey, yeah, I think you know, maybe we'll meet again in like three weeks, let's see if we can get it done, man, I'm like why not next week? I do this all the time because I'm like, why are we waiting? What's going to happen in three weeks? That can't happen next week, and so I think they call me chaos for that reason, but I would argue that's a good thing. What do you think? I want to hear your feedback.
Speaker 1:Am I just?
Speaker 1:self-absorbed you self-absorbed yeah, my self-absorbed, to be honest. So I'm going to tell you how I would react if you pulled this number on me. Let's say I'm your direct report and I say it's going to take three weeks, four weeks People don't know our org chart, but you are my direct report, yeah, okay. So we're going to pretend not pretend that I'm your direct report, but then we're going to pretend, in this case, that I'm your direct report at your current job. If you came to me and I said, hey, it's going to take three weeks, I've probably thought about it.
Speaker 1:When I tell people how long it's going to take, I'm not talking about the actual time it's going to take to get the job done. I'm talking about all the other nonsense that I'm also doing at this moment that is either as important, more important or less important, but has different deadlines that I have to juggle. So when I say three weeks, what I mean is this is probably going to take me two hours, but to find that two hours to get this done is going to require an act of the calendar. Gods to come in and free up some time, because I'm certainly not going to do this after hours. You're a madman if you think that I'm certainly not going to move around what's already scheduled, because then we just lose more time saying, hey, can I move this so I can do this, instead and make that argument. So I say three weeks because when I look and I see I've got a four hour opening next Thursday, I'm like I could probably slot this in there. But then there's also the chance that everything else fundamentally breaks and I need to fix all of that in that four hour slot. But certainly that won't happen twice.
Speaker 1:So by week two I should be able to get this done, and that gives me one week of sandbag just in case I get hit by a car while falling down the stairs. That I know I can get it done in three weeks. So when you say, well, can you get it done in one, I want to say yeah, but you're going to have to do it with me. And I'm going to hold you to it now and say let's go do this together, you and me. Let's get on a call and knock this out, cause I want to. I want to drag you through my health when you say that, because that makes me think that you don't know what I'm going through and like show you I'm going to share some of my pain with you. That's my reaction.
Speaker 2:That's a fair response. I like it. It's part of why I asked the question.
Speaker 1:Yeah, no, I mean, I see where you're coming from. I do, I see it.
Speaker 2:Well, a lot of the time I like your approach. It's like well, I need your help, and then you kind of wrote me in and we're going to do it together, but you enlisted me, you pointed it back. I, you kind of wrote me in and we're going to do it together, but you enlisted me, you pointed it back. I see what you're doing, art of the deal. You pointed it back at me and you said hey, you're coming along with me for that ride. If we're going to do it by next week, you've got to make the time. You just said yes, and I like that. I'm driving.
Speaker 1:That is a total art.
Speaker 2:This meeting to another location I would really rather we don't like quote art of the deal on chaos strategy. I can't even take like a sip of water during this whole episode because I think I'm gonna spit it out. It's, depending where this goes, not okay. But I do this all the time because you see, you're in startup worlds like your processes are limited. We have so many arbitrary processes that I'm like why? I just I need to know so I can be like this is stupid, why are we doing this?
Speaker 2:And so that's why I do it a lot of times is because I want to understand. I want them to do exactly what you just did. Explain to me either. What is going to impede you from doing that? What is higher priority? So we can have a discussion about it and then tell me what we need to do. If you need to do this, If you absolutely had to do it, like you said, you'd rope me in and be like we're going to do this together. That's what I need. So that's what I want from my team. When I ask those questions, it's not, and the answer might be hey, it's not possible in a week, and that's okay after the discussion. But I want to push them to be like why wait, so I can find these holes and help them figure it out?
Speaker 1:I have a theoretical question for you. I'm scared. What if, instead, you consider the fact this could be done in six weeks? Would there be any repercussions whatsoever? Weeks would there be any repercussions whatsoever? Would anyone even know if it took six weeks to get it done? Does the company benefit at all by you getting this done in one versus three versus six? Does anyone feel it?
Speaker 2:Does the tree fall in the forest? A lot of the time the answer would probably be no, but I will say, sometimes the answer is yes, but very rarely the fire drill.
Speaker 1:This is not a fire drill, I'm assuming this is just a task why do you care so much?
Speaker 2:this is a very deep question that I have to ponder. Maybe it's because I have a standard of things that I like to get done and I think I'm pretty productive. This is my self-absorbed comment coming out. I think I'm pretty productive, like when I take something out, I do a very similar thing that you're saying, but I'm usually aggressive about it. Like I like to push my team to be aggressive, set the standard. I'm holding a thanks Apple thumbs up right in the camera. But I like to push my team to like be aggressive, don't be the norm, be the bar, don't be below the bar. And so I try to push them to do that because, like, yeah sure, you could take three weeks and go through all these stupid processes like everyone else does. Why don't we do it different? Let's be better. Another question.
Speaker 1:I don't like that you don't respond, you just go to another question. Well, you've already answered. You've answered. I asked you a question, you answer the question. I'm not going to answer the answer. You've answered it. I asked you a question, you answered the question. I'm not going to answer the answer. You've answered it Is your team, the bar.
Speaker 2:I wouldn't say we're the best, best team, but I would say the folks on my team are up there and this is shown. I'm not saying it just because it's all in my head Our projects, our capital allocations are one of the highest out of all the groups in the organization.
Speaker 1:What's the lowest?
Speaker 2:Like the lowest bar. Yeah, yeah, yeah, yeah how?
Speaker 1:how much worse could your team be? Oh, a lot and wouldn't like no one would raise an eyebrow like how, how much worse could they be before? Like huh, what's what's going on with clark's team? What's going on over there?
Speaker 2:I think my boss is also. I think she's built the culture of our team to be like this, or she would know If we started slipping, she would know She'd be all up on it. She'd be like you guys are using.
Speaker 1:I'm not talking about your boss, though I'm talking about the people adjacent to your boss in other orders? When would they feel the pain of your team slipping? Yeah?
Speaker 2:I don't know they would. They would at some point it would take some time yeah.
Speaker 1:That's why I think you got called chaos. I think a lot of people just want to get paid. They want to show up, they want to do the job, they want to feel like they've done their job. They want to get paid. Have you ever heard of the three box ranking system? Nine box the nine box ranking system.
Speaker 2:I don't know.
Speaker 1:So it's a system in which you can do calibration for employees. Why are you doing this? Basically, you take two numbers, one through three, one through three, so two numbers that can be anywhere from one to three. The first number represents how that employee works. The second number represents how that employee is from an influence, from a culture, from a interpersonal perspective, and you rate that employee.
Speaker 1:Three, threes are borderline, impossible to get. Like Like three, threes are magical, they don't exist, you should never really see them. Have them, they're just, it's not real, right, like you can't do everything. But like a three on the working side is they do their job, they do your job, they do Jeff's job, they do Sally's job, like they're doing everything, they're everything for everyone. A three on the culture side is this person if they left the company, people would leave and follow them. That's your two, threes and your ones are. This person is not doing their job that they were hired for and they're potentially hurting other people by the work they're not doing. Or, on the culture side, this person is a menace. No one likes them. Like they need to adjust the way they behave, perform.
Speaker 1:And twos, twos is perfect, twos is exactly you're doing what you were hired for. You're doing what you were hired for and you're following the company values to a T. I love this system because a 2-2 is the best you could hope for. Right, like you want to be a 2-2. Like, if you're doing a 3-2, great, but like what's it? Yeah, you might get a little bit more money in the next raise, but what are you actually getting out of that? Right, like you're giving so much more than you'll ever get in return. A three on the culture maybe it's just you. Maybe you're that super powered human being that has the energy of the sun and everyone loves you and follows you. But, like people, you're at work to work and you're going to do professional work while you're there. I think you expect your team you can tell me if I'm wrong to be three twos I do when your team wants to be a two-two.
Speaker 2:You know it's interesting because, as you're saying that, I'm just thinking. I don't know if that's the case. I think they all are very similar to me. Yeah, but I think the problem is that, since they're so type A, when they bring things to me or they want to work through something, they have a plan in their head and they already planned it all out. They know what's going to happen next, they know how the dominoes and they already planned it all out. They know what's going to happen next. They know how the dominoes fall, like they played it all out.
Speaker 2:They're like I know six months from now exactly how this is going to work, and then when I come in and ask those questions, they're just like having to recalibrate that all on the fly, and it hurts their brains to do that, cause they're just like I had never thought of that scenario because I never pushed it.
Speaker 1:So this is the information I was missing in the beginning is you know things they don't?
Speaker 2:know In some cases, but in some I'm just like it wouldn't matter if it took three weeks or one, but I'm just pushing, you're just pushing, you're just pushing the push, I'm just pushing. Why not? Why not get it done faster and move on to the next thing?
Speaker 1:Get that done faster. I'm going to lob you through a window, but okay, we've established that the one week, three week probably doesn't mean a hill of beans on most of these. We've established that likely the performance, as long as your team performs, the only person who's really going to notice is your boss. But you also have information they don't have, they're not privy to. Why are you asking them how long it's going to take? Why are you not telling them like, hey, given this, this and this, do you think this can be done in one? And then let them argue why it could be done in three. Give me a number, give me a number one through ten, seven. Well, you didn't know. The secret criteria actually has to be an even number.
Speaker 1:And it has to be less than five. I didn't tell you this because I wanted to see where your head was at.
Speaker 2:I don't think that's it. I'm not playing this weird mind game. It seems this way, it doesn't matter. A hill of beans is what you just said, so it doesn't matter whether it's one or three, but I'm pushing.
Speaker 1:Well, it doesn't matter to me, but it matters to you. That's what I'm getting to. If it matters to you and you want to get it, I'm doing a hand sign here that I can't express the word for Shaking this. What does this mean? I want to get it compacted. You want that efficiency crammed into the pie. That's a good word. You want the efficiency.
Speaker 2:I don't like your hand motion. Don't do that in front of HR. They're going to fire you this means efficiency.
Speaker 1:Now For those listening, if you want to play efficiency at home, take your hands, make them into a C shape, turn them so that they are parallel with each other and try and imagine you're squeezing a big old loaf of bread into the tightest ball possible. That's efficiency. That's how you do the efficiency gesture. Joking someone has efficiency. That's how you do the efficiency gesture.
Speaker 2:Joking someone out is efficiency.
Speaker 1:That's what you just did.
Speaker 2:You just joke someone out and you're claiming it as efficiency Sometimes.
Speaker 1:Sometimes a joke is efficient.
Speaker 2:Sometimes you got to do it.
Speaker 1:Sometimes you got to do it. What's your takeaway from this? I've learned nothing.
Speaker 2:Okay, okay, no. I think this is the time this whole episode as part of this podcast is going to be wiped from history. No one would know.
Speaker 1:What did we learn today? You should just uninstall corporate strategy the podcast what did we learn today? Hire the super bowl pepsi can model maker instantly and just that dude is a three, three, I'm just saying uninstall the podcast. That dude is a three dash three continue why?
Speaker 2:why does he do what he does? He's intrinsically motivated, him or her. It's true.
Speaker 1:I'm not judging, I don't know what they are, then they, yeah, I don't know what they are.
Speaker 2:Them they. Yeah, I don't know what they are, but whoever it is cares so much. Why are they a 3-3?
Speaker 1:You're working at a supermarket man. If that individual came to your office, said it's going to take three weeks, you say get it done in one. You know what I'd say Super Bowl's not for four weeks, babe, it doesn't matter, let's go. It needs to be up a week before anyway. You can't put it up too early because then you're cutting into January festivities.
Speaker 2:Oh, I needed that laugh Good I want to find that person. Do you think they outsource that to another company? Okay, okay, chaos Strategy on pause.
Speaker 1:Welcome to Corpor company. Okay, okay, chaos Strategy on pause. Welcome to Corporate Strategy. The podcast that could have been an email.
Speaker 1:If I had to guess I'm Bruce, if I had to guess I'm Clark that is actually done by some third-party advertising studio. That's actually part of the grocery marketing contract, right, yeah, part of the grocery marketing contract, right, yeah, uh, it's probably. Pepsi has their own you know ad agencies that they hire out to and they're like yo, we want to do a big spread at every southeastern grocery store called publics and we want a dude made of pepsi boxes. Can y'all go make that, design that? And they get a. They get a team of creatives together. They send them like a whole bunch of boxes. They just build this prototype and then they're like okay, tip this out to every place. It's not even real peps, it's just empty boxes. It's a lie.
Speaker 1:And with the sad, the sad thing probably is I don't need to look this up because this welcome to chaos strategy. I'm joe rogan. The reason I don't need to look this up is because, in reality, this probably actually started as, like, some local grocers like fun thing they did every year Like, we have all these cans of Pepsi like or boxes of you know six packs of Pepsi. We can make a man holding a football and the football will be a Dr Pepper. It'll be really fun. And he did this and some individual who's me walked by and was like, oh, oh, I'm going to steal this. I'm going to steal this, I'm going to go pitch it to Pepsi, I'm going to get a 20-year contract with them as their ad agency and this is how I made my millions.
Speaker 2:That's probably the sad truth.
Speaker 1:It's absolutely what happened so a little person who made that? Yeah corporate never got a credit they outsourced it.
Speaker 2:That little person never got the credit. And guess what? Now they go back to stocking shelves instead of making the pepsi man every year. And they have to go. This is the saddest thing I've ever thought this is the saddest thing yeah, uh-huh, you're sarah mclaughlin in the background in the arms of an angel. They turn around, it's all black and they look and they see this agency pull up and people walk in before a store opening while they're stacking shelves, putting boxes, flipping them around and someone's building the pepsi man, not them what?
Speaker 1:what's even sadder is, as they bring in the Pepsi man construct on the Pepsi truck that's paid for by the Pepsi company, they go to the little guy who made this thing and they're like here's the blueprint. You need to put this up as part of the agreement we've made with your corporate conglomerate that owns this store. And we have to get this truck out of here in an hour. And he says but it's going to take three. I haven't finished putting the eggs away and if I don't, they're going to spoil. Eggs don't spoil. He doesn't know this, he's not educated. But then they come in and they say eggs don't spoil. And they're like like well, you held that information from me. You didn't tell me that I can do it in an hour and a half, but there is milk and that milk will spoil. And they're like milk actually does spoil, but we have to get this truck out of here in two hours. He's like why did you ask for one? And they say I don't know, I don't know, I, I don't know, I didn't learn anything today.
Speaker 2:And you're on mute. See you guys next week. See you next week. Just drop the mic right at the end. Oh, that was the saddest thing ever, because it's so true.
Speaker 1:Just tied it all together. This might be the most roundabout episode we have ever done. I might be depressed now. I've already had a bad week. I've had a terrible week.
Speaker 2:You- have Sad little Pepsi man. I thinking about this sad little Pepsi man.
Speaker 1:I gotta think about sad little Pepsi Pepsi man. Did you know? Did you know that there is a game for the Sony Playstation 1 called Pepsi man, in which a man who is actually the superhero, whose sole purpose in life is to bust through people's living rooms and deliver them, pepsi, runs through neighborhoods grabbing cans of Pepsi and throws them at people, and every time he does this it goes Pepsi man. This is a real game. Look it up. This is not real. It can't be. It's a real game, really, it's a real game.
Speaker 2:I love that. I would never lie to you. That is what the good old days used to be about.
Speaker 1:It is what the good old days used to be about.
Speaker 2:Marketing that you liked.
Speaker 1:You liked marketing. You paid $40 to play the marketing on your PlayStation, and I'd do it again. Mm-hmm For Pepsi man, anything for Pepsi man. Well, I think that covers it. I think we really did it this time.
Speaker 2:We did it Honestly. This should be the book. Just throw out all our drafts. We're going to throw out everything that we have into the trash, and I want this to be a story about the, the grocer, the, the inspired grocer, who is so passionate about the super bowl, just trying to have a little fun in his sad, uneducated life because he didn't know eggs don't spoil and milk spoils, getting squeezed by corporations. This is what the book is all about. And then we talk the next time. The next time we talk, we'll talk about his rise and taking it all back and him using the efficiency chokeout to take over again.
Speaker 1:Next time on Chaos Strategy, clark unhinged.
Speaker 2:Play this for your children. This is a good bedtime story for them to look forward to what life is real and really like.
Speaker 1:I mean in all honesty. I think the subject matter of today's episode perfectly represents how I feel, so thanks for that. You managed to turn your therapy session into a therapy session for me, and that's what this show is all about. This show is all about that.
Speaker 2:Always have them Full circle.
Speaker 1:That's right, and now I'm going to go pay $20 to keep the podcast on the platform. Speaking of, if you want to help, you can Click on your show notes, click that link tree, all right. So, first thing, join the Discord. Okay, from the link tree. Cool, yeah, from the link tree. Do that. Okay, do it. Yep, click it. All right, you're in.
Speaker 1:Go to the what Do you Meme channel and post a meme summary of this episode. Okay, awesome, I got an easy one for you. Literally just go post Pepsi man. I'm going to post it right now, please do. Okay, you still have the link tree pulled up, though, right, yeah, yeah, keep doing your thing. I'm looking at Pepsi man. Okay, so, while you're on that link tree, I need you to open up, buy me a coffee and if, if you had a laugh today, if you felt inspired, if you felt like the little grocer understand that's this entire podcast, that's how we feel. 24, seven, three, 65. We are the grocer. That was the analogy that was being made here.
Speaker 1:If you missed the subtle hints throughout this pod, you can support the show. Simple, just give us a dollar, give us a buck. It's 20 bucks a month for us to keep this show on the road in your ears. The road, that is your ear canals. They're not roads, they're canals. The boat Keep the boat in your ears. That's the show. A dollar will do you If 20 of you gave a dollar. That's a free month for us. That's a month where we don't pay out of my pocket. So think about that. You can also, if money is an issue which for many of us it is, and if you live in the United States, it's going to continue to become a bigger one for reasons unspoken. Free, luigi, you can share this with your friends and neighbors, family, children. It's, it's a safe pod. I think we swore like five times in 150 episodes. So like, that's pretty good, you ain't getting that on a joe rogan, all right, and like two or three of those swears.
Speaker 2:We're just referencing titles of other things.
Speaker 1:Right right, they're PG-13 swears. You would absolutely get through the MPAA with this show. So you're solid gold sharing this with the little ears and I think kids appreciate hearing about the woes of corporate, so share it. If you can't spare it, oh that's good that is good.
Speaker 1:Trademark that Share it if you can't spare it. I love that. Okay, putting that in it. Oh, that's good. That is trademark that share it if you can't spare it, I mean that's gotta, okay, putting that in there for the next one. Uh, is there anything else? Oh yeah, baby onesie, you can also. If you go to our merch store you can buy smirch, but we don't get anything from the smirch. We try to make the smirch as affordable as possible, so you can, you can do that too buy it at cost.
Speaker 2:Buy your baby a onesie. Buy your baby a onesie with the corporate strategy logo so you know someone's, you know someone that's having a child. Buy them this onesie.
Speaker 1:They'll appreciate it they will say what in the ever-loving flip is this? And they will become a listener what episode is 154?
Speaker 2:yeah sure, sure, give them this episode and say go, listen to this, you'll be hooked for life, you'll be hooked for life.
Speaker 1:Tell them it's all uphill from here. I love it, me too, I love you. Hey, I think we're good, we're great, okay. So until then, I want you all to keep it real, keep it Pepsi fresh. I'm Bruce and I'm Clark and you're on mute. We'll Pepsi you next week To get that Pepsi. How dare you. How dare you.
