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Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
Intelligent evolution - SEPG Europe 2013
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Intelligent evolution - SEPG Europe 2013

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This is the complete presentation which was given at the SEPG Europe conference in Amsterdam on 15 November 2013. This contains a few more slides than what was shared by the conference organizers.

This is the complete presentation which was given at the SEPG Europe conference in Amsterdam on 15 November 2013. This contains a few more slides than what was shared by the conference organizers.

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  • That is 13% of the words used identify what is really important to management. The question is, if we know that only 13% of what management says is important, how do we identify that without listening to the 100%?
  • Transcript

    • 1. Intelligent Evolution Q:PIT Ltd Reducing the cost of Quality through Process improvement, Information management and Teamwork SEPG Europe 2013 ©Q:PIT Ltd 2013 1
    • 2. The Time is Now SEPG Europe 2013 ©Q:PIT Ltd 2013 5
    • 3. Living with the Consequences
    • 4. Preparing Tomorrow • Focus on Quality – that is what differentiates you from every other company in the world SEPG Europe 2013 ©Q:PIT Ltd 2013 7
    • 5. The Deming Quality Chain "Companies ... tend to focus only on the end result – return on investment. This viewpoint is like trying to keep a dog happy by forcibly wagging its tail." 11 September 2012 ©Q:PIT Ltd 2012 8
    • 6. A definition of quality SEPG Europe 2013 ©Q:PIT Ltd 2013 9
    • 7. Gain customer loyalty Innovation and implementation Anticipate customer needs Mission SEPG Europe 2013 Exceed customer expectations Meet customer requirements Determine customer requirements and expectations Identify customers by organization / by key contacts ©Q:PIT Ltd 2013 Meet Commitments Defensive Strategy Vision Trust Offensive Strategy Q:P/X – Customer Satisfaction 10
    • 8. Basics of quality People Process SEPG Europe 2013 Technology ©Q:PIT Ltd 2013 11
    • 9. Estimate • 80% of all improvement programmes fail! SEPG Europe 2013 ©Q:PIT Ltd 2013 12
    • 10. Reasons to Fail • This is an engineering activity • The Process people can write the policies that the appraiser wants • We want to {satisfy a standard} – it is good advertising • We will do what the model tells us to do • We trust our engineers to do the right thing • Change of management, change of direction • Over-sell the potential gain, then disappoint in the short-term ©Q:PIT Ltd 2013 13
    • 11. The Main Reason to Fail ©Q:PIT Ltd 2013 14
    • 12. Stop drowning, start supporting SEPG Europe 2013 ©Q:PIT Ltd 2013 15
    • 13. An organisation is a living organism Strategy Inputs: Human, Financial, Technological, Material, Resources Technology Management People & Culture Outputs: Products Services Structure Input-output flow of materials, energy, information SEPG Europe 2013 ©Q:PIT Ltd 2013 16
    • 14. Evolution without extinction • Changing the Culture is changing the heart • Evolution is preferable to Revolution: evolution lasts, revolutions don’t • Evolution is done through the slow mutation of the genome SEPG Europe 2013 ©Q:PIT Ltd 2013 17
    • 15. Intelligent Evolution Military & Nautical. A movement of a body of troops or ships carried out to change their disposition. ▸ b gen. A wheeling about; each of a series of usu. ordered or deliberate movements, as of a dancer or a machine part. Usu. in pl. The action of opening out or unfolding; chiefly fig., the orderly passage of a long train of events or of the time containing them. The process of developing in detail what is implicit in an idea or principle; the development of an argument; an outcome of such a process. The development of an animal or plant, or part of one, from a rudimentary to a mature state. ▸ b Any process of gradual change occurring in something, esp. from a simpler to a more complicated or advanced state; the passage of something through a succession of stages. Also, origination by natural development as opp. to production by a specific act. ▸ c A process by which different kinds of organism come into being by the differentiation and genetic mutation of earlier forms over successive generations, viewed as an explanation of their origins. SEPG Europe 2013 ©Q:PIT Ltd English Dictionary) (abbreviated from Oxford 2013 18
    • 16. Intelligent Evolution The faculty of understanding; intellect. Quickness or superiority of understanding, sagacity. The action or fact of understanding something; knowledge, comprehension (of something). Now rare or obsolete. An intelligent or rational being, esp. a spiritual one; a spirit. Knowledge communicated by or obtained from another; news; information, spec. of military value. Formerly also in pl., items of information. LME. ▸ b Exchange of knowledge, information, opinion, etc.; communication, esp. of secret information. Now rare or obsolete. ▸ †c A relation or basis of communication between people or parties; an understanding between or with. (People employed in) the obtaining of information, esp. of military or political value; the secret service, espionage. SEPG Europe 2013 ©Q:PIT Ltd English Dictionary) (abbreviated from Oxford 2013 19
    • 17. Using your brain The Context for Improvement SEPG Europe 2013 ©Q:PIT Ltd 2013 20
    • 18. The delivery process 3. Work 2. Plan 1. Envision SEPG Europe 2013 ©Q:PIT Ltd 2013 21
    • 19. The managed process 4. Measure 3. Work 2. Plan 1. Envision SEPG Europe 2013 ©Q:PIT Ltd 2013 22
    • 20. The improvement process 5. Improve 4. Measure 3. Work 2. Plan 1. Envision SEPG Europe 2013 ©Q:PIT Ltd 2013 23
    • 21. The risk management process 5. Improve 4. Measure 3. Work 2. Plan 1. Envision SEPG Europe 2013 6. Discover ©Q:PIT Ltd 2013 Enigma 24
    • 22. The four major areas 5. Improve 4. Measure 3. Work 2. Plan 1. Envision SEPG Europe 2013 6. Discover ©Q:PIT Ltd 2013 Enigma 25
    • 23. The development process as human reasoning 5 4 Left Brain 3 2 Right Brain 6 1 Limbic SEPG Europe 2013 Cerebral ©Q:PIT Ltd 2013 26
    • 24. The four quadrants of the human brain Left Brain Right Brain Limbic SEPG Europe 2013 Cerebral ©Q:PIT Ltd 2013 27
    • 25. Whole brain thinking Me Ego Spirit Soul Self SEPG Europe 2013 Stimuli ©Q:PIT Ltd 2013 28
    • 26. Encouraging change Reason Emotion Thought SEPG Europe 2013 Action ©Q:PIT Ltd 2013 29
    • 27. Encouraging change Acceptance Reason Aspiration Attitude Emotion Thought SEPG Europe 2013 Ability Action ©Q:PIT Ltd 2013 30
    • 28. Encouraging change Acceptance Reason Aspiration Attitude Emotion Thought SEPG Europe 2013 Ability Action ©Q:PIT Ltd 2013 31
    • 29. Making Change Establishing Motivational Leadership SEPG Europe 2013 ©Q:PIT Ltd 2013 32
    • 30. Focused change QA Stable basis for change SEPG Europe 2013 # ©Q:PIT Ltd 2013 33
    • 31. Focused change QA Stable basis for change SEPG Europe 2013 ©Q:PIT Ltd 2013 34
    • 32. Focused change QA Stable basis for change SEPG Europe 2013 ©Q:PIT Ltd 2013 35
    • 33. Fundamentals of Success • • • • • • • • Strong leadership Sense of urgency Vision of success Communication Empowerment Regular improvements Consolidating gains Encouraging change (adapted from “Leading Change” by John P. Kotter) ©Q:PIT Ltd 2013 36
    • 34. It takes the time that it takes! Change Management In the absence of clearly defined goals, we are forced to concentrate on activity and ultimately become enslaved by it. SEPG Europe 2013 ©Q:PIT Ltd 2013 37
    • 35. Time is money • No Time is No Money • It is not a coincidence that the current economic hardship comes at a time when people are pressed into sacrificing quality for speed • Saving time = wasting money! SEPG Europe 2013 ©Q:PIT Ltd 2013 38
    • 36. Value and Cost • What is the value of improvement to your organization? • Why would you want to invest so much money, knowing you will have no return on investment in this budget cycle or the next? • What are the benefits of improvement to your business, to the quality of your products and services, to your customer satisfaction? • Will changes survive a change of leadership? SEPG Europe 2013 ©Q:PIT Ltd 2013 39
    • 37. Cost and Investment • Improvement is a cost: – Staff is not made available – Tools are too expensive – Don’t bother the “real” projects – What is the minimum we need to do to satisfy the lead appraiser? – Can we do a CMMI appraisal in 2 days like an ISO audit? – Focus on training staff to answer the questions of the appraisal team – Staff are trusted to understand and apply without training or support SEPG Europe 2013 • Improvement is an investment: ©Q:PIT Ltd 2013 – The cost of bad quality is understood – Improving all future projects is critically important – even if it presents a risk to the success of one on-going project – Customers are involved in the improvement programme – All new processes, projects, products are measured according to a primary business need – Management is actively and visibly interested in the return on their investment 40
    • 38. Management & Leadership • Management needs to understand the cost of improvement and be willing to make the necessary adjustments • Leadership means going there first: – Is management ready to apply the principles of process improvement to their own work? – Who does quality assurance on management’s work? – Has management applied formal decision and risk analysis techniques to their decisions? SEPG Europe 2013 ©Q:PIT Ltd 2013 41
    • 39. Risk Management • Has any form of risk management been done on your improvement work? – What is the (potential) cost of failure? – What is the (potential) value of success? – What is the probability of success? • Understanding the risk related to the change will allow – Understanding of the urgency of change – Communication of the need to change SEPG Europe 2013 ©Q:PIT Ltd 2013 42
    • 40. Understanding the goal • The first question we need to solve is identifying the true goal of your proposed improvement programme: – Are you trying to demonstrate you are get a certification to a standard for a contract, but are not really interested in long-term results? – Are you trying to reduce the cost, the variance, the over-time, the complaints, the staff necessary…? – Are you trying to please someone on the board who went to a conference? SEPG Europe 2013 ©Q:PIT Ltd 2013 43
    • 41. Establishing the objective SEPG Europe 2013 ©Q:PIT Ltd 2013 44
    • 42. The hierarchy of quality Satisfied Customer Good Products and Services Successful Projects People Model SEPG Europe 2013 Culture Processes Finance Needs ©Q:PIT Ltd 2013 Technology Abilities … 45
    • 43. Establish measurable goals • Measure progress in business outcome terms • Time frames encouraging regular, visible improvements • Milestones demonstrating improvement SEPG Europe 2013 ©Q:PIT Ltd 2013 46
    • 44. The role of process Management Customer Engineering Teams Environment Methods Technical assets SEPG Europe 2013 ©Q:PIT Ltd 2013 50
    • 45. Process adoption curve Pioneers Early Adopters Early Majority Late Majority “Never” Focus of Effort SEPG Europe 2013 ©Q:PIT Ltd 2013 51
    • 46. Promoting change • Focus on the people – Training – Explaining – Listening – Understanding • Work within the culture – The people you have – The way of working you have – The processes you have SEPG Europe 2013 ©Q:PIT Ltd 2013 52
    • 47. Respect the past • Show respect for the experience and knowledge of the people who do the work • Don’t throw out the baby with the bathwater • Build on what you have • Ask the people who are suffering of the problems how to improve • Do what you tell others to do SEPG Europe 2013 ©Q:PIT Ltd 2013 53
    • 48. Generic Practices Why are you doing this? SEPG Europe 2013 ©Q:PIT Ltd 2013 What value are you getting out of it? 55
    • 49. Generic Practices SEPG Europe 2013 ©Q:PIT Ltd 2013 56
    • 50. Generic Practices SEPG Europe 2013 ©Q:PIT Ltd 2013 57
    • 51. Generic Practices SEPG Europe 2013 ©Q:PIT Ltd 2013 58
    • 52. Generic Practices SEPG Europe 2013 ©Q:PIT Ltd 2013 59
    • 53. Generic Practices SEPG Europe 2013 ©Q:PIT Ltd 2013 60
    • 54. Achieving Results ML5 ML4 ML3 Manage Performance at Organization Level Statistical / Analytical predictable performance metrics Repeated / Measured Practices vs Goals Common / accepted ML2 best practices Stable shared vision Common / accepted business measurements 61 20 June 2013 Company Confidential - Do not distribute
    • 55. Satisfying a standard is not enough • The focus has to be on the needs of your long-term strategy • The “dictatorship of the short-term” is an luxury you cannot afford • The old ways are more difficult to change than you think SEPG Europe 2013 ©Q:PIT Ltd 2013 62
    • 56. Quality is a state of mind • Process Improvement means changing the culture of the organization • The culture comes from the top • “They watch your feet, not your lips” – Tom Peters SEPG Europe 2013 ©Q:PIT Ltd 2013 63
    • 57. Yes, but… SEPG Europe 2013 ©Q:PIT Ltd 2013 64
    • 58. That all very nice, but… • I want to improve, but my management… – is focused on short-term profitability – believes that if we work more hours we are more productive – does not want to invest in consultancy when they are seeking to cut costs – wants to sign many contracts, not waste time doing more than necessary 24/09/2013 ©Q:PIT Ltd 2013 65
    • 59. Sometimes, I think my management’s process is like… 5. Improve 4. Measure Or maybe… 3. Work 2. Plan 1. Envision Theirs not to make reply Theirs not Discover Enigma 6. to reason why, theirs but to do or die… (Alfred, Lord Tennyson “The Charge of the Light Brigade”) 24/09/2013 ©Q:PIT Ltd 2013 66
    • 60. Darwinian Management Natural evolution is a series of random mutations at the lowest biological level; the successful ones survived, the others died. 24/09/2013 ©Q:PIT Ltd 2013 68
    • 61. Can a Slave Move a Pyramid? No, but a Willing Worker Can! 24/09/2013 ©Q:PIT Ltd 2013 69
    • 62. Ask yourself: If you do not do it, who will? 24/09/2013 ©Q:PIT Ltd 2013 70
    • 63. Change Things • “Those who bring light must be prepared to burn.” » Viktor Frankl “Man’s Search for Meaning” 24/09/2013 ©Q:PIT Ltd 2013 71
    • 64. Be Prepared! • • • • Know the terrain Listen before you speak Learn to hear what your management is saying Listen beyond the words… 24/09/2013 ©Q:PIT Ltd 2013 72
    • 65. Your CEO said… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. What the Ɉ ʊʢ does that mean? 24/09/2013 ©Q:PIT Ltd 2013 73
    • 66. Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. 24/09/2013 ©Q:PIT Ltd 2013 74
    • 67. Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. 24/09/2013 ©Q:PIT Ltd 2013 75
    • 68. Innovation • Expectation for – Change – Cutting edge – Rapid development and delivery • Implementation focus – Lean – Agile – Requirements management – Peer reviews 24/09/2013 ©Q:PIT Ltd 2013 76
    • 69. Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. 24/09/2013 ©Q:PIT Ltd 2013 77
    • 70. Reliable • Expectation for – Security – Reliability • Implementation focus: – Quality assurance – Configuration management – Strategic service management – Incident resolution and prevention – Service continuity 24/09/2013 ©Q:PIT Ltd 2013 78
    • 71. Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. 24/09/2013 ©Q:PIT Ltd 2013 79
    • 72. Customer Value • Expectation for – Customer satisfaction – Efficiency • Implementation focus: – Requirements development – Verification and validation – Organizational performance – Quantitative management 24/09/2013 ©Q:PIT Ltd 2013 80
    • 73. Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee. And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence. During the past financial year, the number of customers who rely on us increased by 14.7%. Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale. 24/09/2013 ©Q:PIT Ltd 2013 81
    • 74. Tolstoy “The oppression of a majority by a minority, and the demoralization inevitably resulting from it, is a phenomenon that has always occupied me…” Count Leon Tolstoy “Letter to a Hindu” 24/09/2013 ©Q:PIT Ltd 2013 82
    • 75. Machiavelli “It should be borne in mind that there is nothing more difficult to handle, more doubtful of success and more dangerous to carry through than initiating changes in state’s constitution. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would prosper under the new.” Niccolò Machiavelli 24/09/2013 ©Q:PIT Ltd 2013 83
    • 76. Strategy! “Conquerors estimate in their temple before the war begins. They consider everything. The defeated also estimate before the war, but they do not consider everything. Estimating completely creates victory. Estimating incompletely causes failures.” Sun Tzu “The Art of War” 24/09/2013 ©Q:PIT Ltd 2013 84
    • 77. Decision Time Just do it! (Nike) SEPG Europe 2013 ©Q:PIT Ltd 2013 85
    • 78. Start Doing It • Agnatology – The study of what we do not know and why we do not know it – Ignorance is not just the absence of knowledge, it is frequently the result of something else… • But knowledge is necessary, but not sufficient to change directions 24/09/2013 ©Q:PIT Ltd 2013 86
    • 79. How Do You Guide a Monster? • • • • Accept your limitations Point the elephant in the right direction Motivate the elephant to listen to you Make it easier Choose a Monster you can control! 24/09/2013 ©Q:PIT Ltd 2013 87
    • 80. Prepare for the long trek SEPG Europe 2013 ©Q:PIT Ltd 2013 88
    • 81. Don’t make it more complicated than necessary! SEPG Europe 2013 ©Q:PIT Ltd 2013 89
    • 82. Q&A SEPG Europe 2013 ©Q:PIT Ltd 2013 90
    • 83. The last word • “Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater than oneself or as the by-product of one's surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run—in the long-run, I say!—success will follow you precisely because you had forgotten to think about it” • Viktor E. Frankl, “Man's Search for Meaning” SEPG Europe 2013 ©Q:PIT Ltd 2013 91
    • 84. Resources • “Forget Process; Focus on People” (FP2) – http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/ • “Can Process Make You Happy?” – http://www.slideshare.net/PeterLeeson/can-process-make-youhappy-13828882 – http://vimeo.com/47411278 • “Intelligent Evolution” – http://www.slideshare.net/ITCamp/itcamp-2013-peter-leesonintelligent-evolution – http://vimeo.com/67115613 • More at – www.qpit.net – PeterLeeson.wordpress.com SEPG Europe 2013 ©Q:PIT Ltd 2013 92
    • 85. Contact information • Peter Leeson – Q:PIT Ltd PO Box 6066 Milton Keynes MK1 9BH United Kingdom – Telephone: +44 (0)20 8433 4120 – Fax: +44 (0)7006 010 575 – Mobile/Cell: +44 (0)773 998 98 67 – E Mail: Peter@qpit.ltd.uk – Skype: qpitpjl – Internet: http://www.qpit.net SEPG Europe 2013 ©Q:PIT Ltd 2013 93

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