★ The latest revised and expanded edition of the best-selling book that has been reprinted 25 times since its publication in 2014!
★ The origin of 'problem solving is planning' and 'simple planning', the 'planning bible'
★ An easy-to-understand planning book that you can understand if you know only "The Tortoise and the Hare"
★ Constant praise and recommendations from Korea's top planners

“When talking about planning, there is no better book than ‘Planning is a Two-Format Plan.’”
“My work life is divided into before and after reading ‘Planning is in Two Forms.’”
“If you ask me how to solve a problem properly, I would recommend this book without hesitation.”
“I recommend this book to those who work in creative fields and are constantly at a crossroads in planning, as well as to those who want to learn how to plan their lives.”
- Jang In-seong, CEO of Stayfolio / Author of "Marketer's Work" / Former CBO of Baedal Minjok
Yoon Du-seok, Head of the Shopping Live Team at Hyundai Home Shopping / E-commerce Content Planner
Kim Bong-gi, CEO of NRISE / Planner of Wi-Fi and Quat services
- Relay praise from Won Ah-ran, GFFG Creative Director / Former Disney APAC Retail Creative Manager, and others!

No matter how technology advances and how the world changes, humans' value-driven instinct and creative desire to solve problems will never disappear.
And AI will not be able to replace or destroy that essence.
This is the role of the planner.
--- p.15, “Publishing the 10th Anniversary Special Edition, it is the essence again.
From "Planning Again"

Because planning is the work of creating ‘new value.’
Because good planning, good planning, changes the world.
Because it can make my family, my friends, and my loved ones happier.
--- p.31, from “Planning is value. Good planning creates a good world and a happy me.”

I saw the 'Moleskine Diary'.
I saw 'Fried Food'.
I saw the 'UNICEF booth'.
I just saw it and said saw.
And then, “Monthly Yoon Jong-shin” was born.
Instant Ramen was born.
〈TOSS〉 was born.
…insight is fundamentally the ‘ability to see,’ but it is the ‘ability to see what others cannot see.’
Moleskine, Fried Food, and UNICEF booths are also visible to our eyes.
Was it really a Moleskine they saw? Was it fried food? Was it a UNICEF booth? What did they see?
--- p.53, from “The Unbelievable Testimonies of SAW Creative Planners”

Planning is not something to be thought of as a 'complex process'.
Planning is about thinking 'simply in two forms'.

Problem 1 Solution 2 Think about the problem first, then think about the solution.
When thoughts become simple in two forms, speech and writing also become simple in two forms.
Do you believe it? The simplest sentence format for meetings, presentations, and proposals is none other than "Form 2."

--- p.69, 「I am a boy.
You are a girl.
Define the problem and solution in two-form sentences.

The secret to success wasn't the planner's genius creativity.
It was the planner's tenacity to dig into the essence of the problem by asking the question, 'Why?'
It was the power of a simple yet powerful 'why'.
--- p.120, from “2_ Why 1↓: One letter that goes to the essence of the problem”

Nestlé conducted a survey.
Housewives answered that it was because it was 'tasteless' compared to coffee beans.
It was a bit weird.
This is because in a blind test conducted before the coffee was launched, the majority of people could not tell the difference between the taste of whole bean coffee and instant coffee.
In 1950, Professor Mason Haire, commissioned by Nestlé, conducted a 'projection method' to discover the hidden P-code of housewives.
… In other words, Nestlé was able to use projection techniques to reveal that the real reason people don't buy instant coffee is not because it "doesn't taste good," but because they feel guilty about being seen as lazy and indiscriminate housewives. They were able to completely revise their marketing strategy based on that P-code, ushering in the golden age of instant coffee.

--- p.127, from “3_ Tools: How to Handle Research and Data”

“My problem awareness radar isn’t very good yet.
Even if I look hard, I can't see the problem.
“How can I do this?” There is a way.
If you can't see it clearly, try splitting it up and looking at it.
Try to artificially fragment the phenomenon you see.
By turning on your 'problem awareness radar' on each piece, you can uncover previously unseen issues.
--- p.182, 「1-3.
From "If you can't see it, break it down and look: Finding a planning topic using the problem division method"

Which of the three problem statements is the correct one? Of course, there's no right answer.
However, as mentioned, the individual issues identified should be structured around one core issue, the kingpin.
Each problem must be organically connected rather than fragmented to become a single 'perspective'.
Maturation from the paradigm of 'problems' that point out problems to the paradigm of 'perspectives' that look at problems will make your plan appear as a more valuable vision.
--- p.217, from “2-4 Mature the Problem from a Perspective”

Surprisingly, planning experts are not very interested in 'Strange Code'.
Focus on 'Sympathy Code'.
Why is that? Because the experts' "problem definitions," or P-codes, are already new and unfamiliar.
This is because the specified problem already has an 'unfamiliar code' built in.

--- p.261, from “Please Be Honest: The Big Idea is Balancing the Code of Strangeness and the Code of Empathy”

Good planning has a metaphor.
A good metaphor is also of the two-form 'Not A, but B'.
The 'Not A, But B' format multiplies the power of metaphor.
〈NOT A BUT B〉 ?Starbucks is not a 'coffee shop'.
It is an 'oasis in the city'.
…metaphors are not just metaphors.
Metaphors can also be 'concepts' in planning.
--- p.283, from “The King of Metaphors: A Good Concept Has a Hidden Metaphor Code”

The line between creativity and plagiarism is a fine line.
This is the essence of the secret message Einstein gave us.
“Steal, but steal the form, not the content.” In other words, if you steal the “inner idea” such as the “principle, structure, pattern” of a product, service, or design, rather than the “outer idea” that is easily visible, it will not be noticeable and you will not be able to tell that you stole it.
And instead of borrowing ideas from the same or similar industries, it is the creative wisdom of stealing several from distant industries and mixing them together so that the original forms of the stolen ideas are completely hidden.
--- p.294-295, from “The Secret of Creativity Leaked by Einstein: Steal the Form, Not the Content”

Now, Yoon Jong-shin needed an idea of ​​25% S-code that would realize the 'marketing lightweight project for music release' (that would jump up to Baekdu Mountain).
… “Let’s make it light and release it often!” This is Yoon Jong-shin’s unique ‘light music release system.’
… It exquisitely combines the dilemma of ‘regular or single’ with the answer of ‘releasing singles regularly.’
… Planner Yoon Jong-shin stole again.
Where? He confessed(?) to stealing it from his own 'Moleskine Monthly Diary'.
While he was pondering the appropriate publication cycle, one day he suddenly looked at the Moleskine Monthly he always carried around and thought, 'Yes, Monthly, one month would be perfect.'

--- p.362-364, from “The ultimate planning ability of a planner who writes Moleskine Monthly is execution ability”

Planning Code is a planning wally that shines and becomes more powerful the more complex and tangled and difficult the task becomes.
Now we plan with planning code.
Now, when we have planning meetings, we don't start with, "Let's have some ideas."
It starts with, “What is the real problem we need to solve?”
We spend 75% of our time and energy on P-code.
I know that the idea of ​​S-code is not 'invention' but 'association'.
Sometimes we use metaphors, steal ideas from other areas, mix them up, and come up with something better out of them.
--- p.434, from "Epilogue: The Beatles Sing the Planning Code"

I am a planner who lacks talent and ability.
So, I am a planner who knows the ‘power of togetherness’ better than anyone else.
I value three skilled planners more than one brilliant planner, and I believe that planning is not about talent, but about attitude.
I told you in planning that there is no 'right answer'.
There is only the ‘answer’ that we find together.
A world without answers.
So, I hope we can work together to create a better plan that will bring more value to the world.
…is that all? Our life plans are no different.

--- p.435-436, from "Epilogue: The Beatles Sing the Planning Code"