Imitation Generates Money Faster Than Learning

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Some people think imitation is beneath them, believing that "from 0 to 1" stories are cool and that creating something entirely new is the only way to be impressive. However, while dreams are grand, reality is harsh. Most people keep struggling until their ventures fail, only to accept reality afterward. Those who quietly amass wealth, on the other hand, replicate proven profit models in different arenas or with slight adaptations, implementing them meticulously and reaping huge rewards.

Take the field of software project management: many successful enterprises initially gained a foothold in the market by imitating mature models.

Why is "imitation" the fastest way to make money?

The cost of trial and error from 0 to 1 is extremely high, and during the dividend period, the most precious resource is time. Business is inherently a game of probability, you burn money and time only to end up even failing to grasp the basics. But if you directly replicate a proven model, you skip 90% of the pitfalls. To make money, you must learn to "borrow a chicken to lay eggs": by the time you raise the chicken, others will already have a flock.

Take the agile development model in software project management, which originated in software development and emphasizes principles like rapid iteration and customer collaboration. When this model succeeded in internet companies, many small and medium-sized software enterprises quickly imitated it, adjusting their project management processes accordingly. In its early days, a company focused on enterprise-level software R&D observed that peers adopting agile development significantly improved project delivery efficiency. It decisively replicated the process, from requirement collection to development and testing, following agile practices. As a result, a project that originally took 6 months to deliver was shortened to 4 months, not only enhancing customer satisfaction but also enabling the company to undertake more projects and naturally boost profits. This demonstrates how imitation skips the problems of self-exploration, enabling rapid profitability.

A software outsourcing company once noticed that leading industry enterprises used Jira as a project management tool to track task progress and manage defects effectively, so it imitated them by introducing the tool. However, it did not copy blindly; instead, it adjusted the tool's usage based on its own outsourcing project characteristics, for example: adding a customer feedback module. This approach leveraged the advantages of mature tools while fitting its business needs, significantly improving project management efficiency, reducing customer complaints, and increasing order volume.

Only those who obstinately adhere to learning wait for the so-called perfect plan or preparation: either watching others thrive or failing miserably in new business ventures. In the software project management industry, such cases are not uncommon. Some entrepreneurs believe they must develop an entirely new project management system, spending huge amounts of time and large sums of funds on research. By the time their product launches, the market will already have been occupied by enterprises imitating mature models, leading to inevitable failure.

Imitation has traversed thousands of years of business history. From the camel caravans of the Silk Road to today's small commodity wholesalers, from ancient Egyptian papyrus to the modern internet, imitation is inscribed in human genes—a tried-and-true strategy that never fails. Imitation works because human nature remains unchanged. As long as human nature remains unchanged, successful models can be replicated.

Imitation has also played a pivotal role in the development of the software industry.

The evolution of personal computer operating systems offers a classic example. Initially, Microsoft's Windows system dominated the mainstream market, later followed by Apple's macOS, which innovated in user experience and other aspects. Other operating system vendors, observing the success of these two systems, imitated their strengths and developed products incorporating their own characteristics. Although they did not fully surpass the leaders, they still gained a certain market share. This is because users share similar basic needs for operating systems, such as stability and ease of use, and imitating proven models better satisfies these requirements.

Anyone who has made money in business will realize that the underlying logic of commerce is strikingly similar. The lower layers imitate the middle layers, and the middle layers imitate the upper layers. Developing countries mimic developed ones, and domestic enterprises replicate foreign models. It is like a matryoshka doll—imitation circles outward like putting old wine in new bottles. There is nothing truly new in the business world; it is all about new combinations of old tricks under the sun. Smart people do not care about superficial elegance. They know how to "borrow a boat to sail the sea": first replicate, then imitate, finally, innovate. They act even with a basic theoretical grasp. While others grope their way across the river by feeling for stones, we should follow the paths they have trodden. Why wade through the water ourselves?

This hierarchical imitation is particularly evident in the field of software project management. Large multinational software companies like IBM and Microsoft possess mature project management systems and methodologies. Medium-sized software enterprises imitate their management frameworks, adjusting them to fit their own scale, while small software teams mimic the practices of medium-sized enterprises, further simplifying processes. For example, Microsoft's MSF (Microsoft Solutions Framework) has been imitated by many enterprises, which modify it according to their project characteristics to form suitable management models. This layered imitation allows enterprises to quickly establish effective project management systems, avoiding the high costs of starting from scratch.

Ordinary people should let go of sentimentality and be pragmatic.

Starting a business is a high-risk endeavor. It's extremely difficult to make money solely through self-imagined methods. Even if you do succeed, you'll find that the path you took has already been trodden by successful predecessors. You could have avoided wasting so much time by directly replicating their models from the start. Some hardships are unnecessary, and some detours are avoidable. Rather than betting on the low probability of innovative success, it's better to directly "pick peaches on the shoulders of the successful"—because survival should be the top priority. Innovation may look impressive, but the balance in your bank account might make you cry.

Some people say, "Who can't imitate?" In reality, 90% of people can't even imitate well. To truly excel at imitation, three capabilities are required:

1. Keen Power of Observation

Information asymmetry is the real goldmine. In ancient times, when Zhang Qian, a merchant, traveled to the Western Regions, he brought back silk and spices—ordinary items there, but sold at high prices in the Central Plains. In the movie Moscow Mission, due to historical reasons, Russia suffered a shortage of light industrial products. Lighters cost a few cents each in China, but sold for $1 to $1.2 in Russia, yielding huge profits. Many Chinese traders transported massive goods to Russia via railways for resale, amassing fortunes. The greater the information asymmetry, the higher the profits. Only by cross-border learning, offline exchanges, and breaking through comfort zones can one access truly valuable information—for knowledge from books remains superficial; true understanding comes from practice.

In software project management, keen observation helps enterprises spot market opportunities. A project manager from a software company, attending an industry conference, noticed many enterprises struggling with big data project management, lacking effective methods. He acutely recognized this as an opportunity, deeply studied the practices of several successful enterprises, and found they mostly combined agile development with data governance. Back at his company, he imitated and adjusted this model, launching a management solution for big data projects that quickly won market recognition and brought substantial profits.

2. Formidable Execution Ability

Wang Yangming emphasized "learning through action," and Mao's Selected Works also states "learning by doing." Truly smart people copy answers from real cases, while those who fail to see the point fabricate solutions alone. Once you identify an opportunity and understand it thoroughly, success hinges on who can apply diligent effort and act faster, because those who execute swiftly make money. Even the most perfect replication plan is useless if not implemented.

In software project management, the importance of execution is self-evident. A start-up software company noticed a shortage of cloud-native project management tools despite growing demand. They decided to imitate the project management approach of a leading cloud service provider to develop a tool for cloud-native projects. Acting without delay, the team quickly formed, created a detailed development plan, and conducted weekly progress checks and adjustments. Despite technical hurdles during development, they sought solutions through various channels and launched a beta version within three months. Their rapid action seized the market opportunity, acquiring the first batch of users and laying the foundation for the company's growth.

3. Result-Oriented Rapid Iteration

It may seem utilitarian, but it shortens trial-and-error costs. Pathbreakers deserve admiration, but most fail along the way. Innovation is a capital game, while imitation offers the fastest way for underdogs to stage a comeback.

In software project management, rapid iteration is key to imitative success. A software project management tool provider mimicked the core functions of a popular market tool but didn’t stop there. They adopted a result-oriented approach by collecting user feedback weekly to drive rapid product iteration. For example, when users found task allocation inconvenient, they optimized it in the next version; when users requested report generation, they responded promptly. Through this method, the product improved continuously, boosting user satisfaction and expanding market share.

Even Newton said, "I stand on the shoulders of giants." Ordinary people should first act as "copiers," validate the minimum viable profit model, and then upgrade and adapt it. Run by treading others’ footprints, then develop your own style. Shed pride, abandon prejudice, embrace the market—there’s no shame in making money to better the life for yourself and family.

Countless cases in software project management prove the value of imitation. Most successful enterprises start by imitating: identifying suitable models through keen observation, implementing them with formidable execution, and iterating rapidly in a result-oriented manner, ultimately achieving growth and profitability. For ordinary people, imitation is an efficient way to make money in business, accelerating the path to success.