Archive for April, 2007
“To achieve great things, two things are needed; a plan, and not quite enough time.” — Leonard Bernstein
Last week’s column introduced a new process design technique — the Six Stupid methodology. Six Stupid is based on the well known phenomenon that a group of people is dumber than its stupidest member. In contrast to Six Sigma, which reduces variance to six standard deviations from the mean, Six Stupid designs processes based on […]
ManagementSpeak: We need to leverage our operational customer alignment for increased satisfaction. Translation: Too many of our customers have figured out how we do what we do and we need to re-confuse them. Thanks to KJR Club member Bryan Mullinax for de-confusing us.
I’ve discovered a new process design methodology. I call it “Six Stupid.” Everyone knows that a group of people is dumber than its least intelligent member. Six Stupid is based on this insight. Unlike the better-known Six Sigma, Six Stupid requires the collaboration of at least six idiots, to design process flows that defy reason […]
ManagementSpeak: This situation provides a unique opportunity to innovate a solution. Translation: You’re on your own. We haven’t a clue how to solve it. And it’s a throw away after it’s done anyway. This translation, by KJR Club member Michael Platt, is, in contrast, a keeper.
Gravity, according to Sir Isaac Newton, is a force. Einstein’s general relativity describes it as curvature of the space/time continuum. In the world of business, process is a matter of some gravity, and not only in the sense that it’s important. Gravity is why maintaining a healthy level of process so difficult. With process, as […]
ManagementSpeak: You don’t understand the realities of our situation. Translation: You do understand the realities of our situation, but I have to pretend it’s all good. KJR Club member Dan Alexander understands the realities of the management lexicon.
You’ve just moved into the CIO chair. Congratulations. You spend the requisite month listening instead of talking, making no commitments, figuring out what’s going on. You find a department that operates through oral traditions and improvisation. It needs, in other words, a healthy dose of process. What’s your next step? Here’s what the answer isn’t: […]
ManagementSpeak: The project has been pushed out due to unforeseen incompatibilities between our existing environment and the software we are using to implement strategy. We are confident the synergy we have developed with our vendor partner will successfully get us to the completion stage. Translation: Vendors lie to us because of what they know. Management […]
Accenture has plowed $450 million into services oriented architecture (SOA) technology. With that much in the game, couldn’t it have done better than a talking head in its downloadable video? (Truth In Journalism department: I stopped watching after either five minutes or eternity had gone by — I’m not sure which. Maybe some graphics appeared […]