The inputs and outputs method for creating jobs

A method for creating jobs: the inputs and outputs scheme

At first glance, the proposal to break down any economic activity into inputs, processes and outputs seems like a business logic exercise anyone would apply intuitively. However, when you dig into the system —with its "inputters", "conduitors" and "outputters"— the theory remains an abstract scheme with no concrete examples demonstrating its real effectiveness for generating jobs.

A three-phase structure with promises of optimization

The method, devised by an anonymous entrepreneur, holds that every productive unit can be divided into three phases: input (what it receives), conduit (how it is transformed) and output (what it delivers). Each phase is assigned a role —inputter, conduitor, outputter— with task checklists. The author argues that with proper forecasting, problems can be anticipated and staffing optimized, and that each person can hold or share several roles.

The difficulty arises when trying to put it into practice. An interlocutor asked for an example applied to manufacturing a chair or running a restaurant; the answer was limited to generalities about purchasing, production and sales, without detailing how roles are assigned or flows measured. In entrepreneurship, theory without concrete cases usually ends up in a drawer.

From abstraction to operations: the missing leap

The author argues that the world is a system of inputs, conduits and outputs, and that knowing "how much and where" the problem lies allows the rules to be adjusted to earn more. However, the method offers no clear protocol for identifying those "how muchs" nor tools for measuring trajectories. The most detailed answer was that every production unit also buys and sells, and that money flows in the opposite direction to goods. A truism that does nothing to explain how to create jobs.

The method may well have value as a conceptual tool for organizing processes, but its real usefulness for creating jobs will depend on someone taking it from the abstract plane to an operations manual. Until then, it promises more than it delivers.