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ransformationsby David J Patrishkoff© Copyright 2013 – E3 Extreme Enterprise Efficiency® LLCMISSIONIM POSSIBLETUSA Patent ...
The 4-Step LPAT Process:Transforming Ordinary People and OrganizationsInto Extraordinary OnesHey Coach, Am I Extraordinary...
Competitors are highlyOver-RatedThe biggest threats as well as thebiggest enablers to Success areinternal, not externalYOU...
The LPAT TransformationProcess• The LPAT Process is based onresearch that discovered the 5Chain Reactions and their 54elem...
80% of all Workis Non-ValueAdded ActivitiesThis fact gives riseto great concernsas well as greatopportunitiesCoach, am I i...
I3 Versus E3The Battle:Ordinary (I3)versusExtraordinary (E3)Coach, the E3 guyslook outnumberedby the I3 guys.Are you sure ...
Introducing thepatentedProcess to enableMission ImpossibleTransformationsFor Individuals and OrganizationsLPAT… soundsinte...
Step #1 of LPAT:• Learn how to identify the 54inefficiencies and 5 Chain Reactions• Learn how to use the cards to createch...
Step #1 of LPATcont’d:• Learn that simple causeand effect relationshipsdo not exist in life orbusiness• Learn about compli...
Step #1 ofLPAT cont’d:Learn how toidentify theChain Reactionsthat createdfamous historicalDisastersSax, this looks complic...
Step #2 of LPAT:• Practice how to counteract the 54inefficiencies embedded in 5 ChainReactions• Practice creating short, m...
Step #2 of LPATcont’d:• Practice undercover tobetter understand the 54inefficiencies• Practice how to navigatethe risks an...
Step #2 of LPATcont’d :Practice how to be the“Master of Destruction”ONLY to better understandhow to combat these forcesof ...
Step #2 of LPATcont’d :Practice to Identifyand Address Self-Inflicted Enterprise-Wide Inefficiencies…that are hiding in pl...
Step #3 of LPAT:• Assess the presence of riskyinefficiencies and chain reactions• Assess the severity level ofdangerous ch...
Step #3 ofLPAT cont’d:Assess thepresence of13 UndisciplinedLeadership Traits,which can triggerdestructive chainreactionsOk...
Step #3 ofLPAT cont’d:Assess thepresence of11 elements of aChaotic andunproductive WorkEnvironmentHow many waves of attack...
Step #3 of LPATcont’d:Assess the presence of21 Work Habits thatcan destroyProductivity21 bad work habits to deal with ???I...
Step #3 ofLPAT cont’d:Assess thepresence of7 Major Attackson your KeyEfficiencyMetricsHow hard can it be to manage these 7...
Step #3 of LPAT cont’d:Assess the presence ofFinal 2 Flaws that canSink Your ShipIs this the last line of defense,the last...
Step #4 of LPAT:Transform from the Ordinary tothe Extraordinary by creatingand acting on aggressive butrealistic action pl...
Icebergs are highly over-rated. History tries towarn us that 54 silent triggers create ChainReactions that have created mo...
Chain Reactions &History:The Titanic ChainReactionsThe Titanic sinking was a“Perfect Storm” of silentlyInteracting chain r...
Image courtesy of NASARocket booster o-rings are highly overrated.These 13 risky leadership practices identifiedin our dec...
Image courtesy of NASASpacecraft Thermal Protection Systems arehighly overrated. They cannot protect the crewfrom risky le...
Order your Deck of Cards andsign up for our training atwww.BTWarGames.comLearn the Patent Pending Process that enablesPers...
• Visit our website www.BTWarGames.com to purchase the Deck ofCards• Visit our website www.Eeefficiency.com to see all of ...
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Business Impossible Transformations

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This presentation describes a USA Patent Pending Business Transformation Process that Dave Patrishkoff has created. This process includes Gamification techniques to maximize engagement levels and minimize the barriers that can be encountered when attempting to drive organizational changes.

Published in: Business, Technology

Business Impossible Transformations

  1. 1. ransformationsby David J Patrishkoff© Copyright 2013 – E3 Extreme Enterprise Efficiency® LLCMISSIONIM POSSIBLETUSA Patent Pending 61,818,032for Individuals and Organizationswith Max and Coach commentary
  2. 2. The 4-Step LPAT Process:Transforming Ordinary People and OrganizationsInto Extraordinary OnesHey Coach, Am I Extraordinary ??Yes you are Max, in many ways but just not in a LPATkind of way… However, we can work on that one.v v
  3. 3. Competitors are highlyOver-RatedThe biggest threats as well as thebiggest enablers to Success areinternal, not externalYOU are the Key to SuccessSomebody talking about me Coach ?Yes Max. Success is not a spectator sport, itrequires the involvement of everyone.v v
  4. 4. The LPAT TransformationProcess• The LPAT Process is based onresearch that discovered the 5Chain Reactions and their 54elements of risk that caused mosthuman-made disasters in history.• These 54 elements of risk areshown on a unique deck of cardsCards? This looks like a game.Yes but it’s a serious game… the game ofsuccess or failure in life and business.v v
  5. 5. 80% of all Workis Non-ValueAdded ActivitiesThis fact gives riseto great concernsas well as greatopportunitiesCoach, am I in trouble here? AmI Non-Value Added ??Relax Max, they are just blamingbad processes, not the goodpeople in the bad processes.v v
  6. 6. I3 Versus E3The Battle:Ordinary (I3)versusExtraordinary (E3)Coach, the E3 guyslook outnumberedby the I3 guys.Are you sure thatwe should be onthe E3 Team ?E3 fights for high levels of personal andbusiness productivity, success, job security,career opportunities, higher income andcompany profits. I3 holds people andorganizations back from true greatness.I3: Internally Implanted InefficienciesE3: Extreme Enterprise Efficiencyv v
  7. 7. Introducing thepatentedProcess to enableMission ImpossibleTransformationsFor Individuals and OrganizationsLPAT… soundsinteresting but how doyou actually createGreat People and GreatOrganizations?People are not born as great leaders or enlightenedprofessionals but they are born with potential andcharacter traits that can be coached to maximizetheir chances of great success. The LPAT processaccelerates the path to success.v vThe Process ofcreatingEnlightened &Empowered Peoplethat can transformOrdinary OrganizationsintoExtraordinary Ones
  8. 8. Step #1 of LPAT:• Learn how to identify the 54inefficiencies and 5 Chain Reactions• Learn how to use the cards to createchain reaction maps on pastdisasters• Learn how to identify threatsCoach, this could get complicated. Iwant to exercise my “Call a SmartFriend” option. I need my buddy Saxwho is a Lean Six Sigma Black Belt. Max, build up your team, study thecards, play some card games andfurther instructions and training willcome later.v vHi Coach… I’m Sax.Max asked me tojoin his E3 Team.
  9. 9. Step #1 of LPATcont’d:• Learn that simple causeand effect relationshipsdo not exist in life orbusiness• Learn about complicatedset of good and bad chainreactionsGuys, I can feel the beginning of areally complicated headache coming on.Max, Sax is right. The more experience andsuccesses you get as a problem solver, youstart to appreciate new challenges because youbuild more confidence to solve them quickly.v vMax, relax, I think this willbe fun.
  10. 10. Step #1 ofLPAT cont’d:Learn how toidentify theChain Reactionsthat createdfamous historicalDisastersSax, this looks complicated. This mustbe music to your Black Belt ears. You guys will get this template. Then you have todetermine which cards apply to the disaster you areanalyzing and write your comments below the cards thatapply to the situation under analysis. The result is whatwe call a completed “Chain Reaction Map”.v vNever had to identifychain reactions beforebut the cards andtemplate will help a lot.
  11. 11. Step #2 of LPAT:• Practice how to counteract the 54inefficiencies embedded in 5 ChainReactions• Practice creating short, mid andlong term actions to eliminateinefficiencies and diffuse riskychain reactionsI can play poker but I never played against somany people before at the same time.Yeah, you have 54 opponents in this game. These arethe 54 different things that can go wrong in life andbusiness. You have to practice how you would resolvesuch issues if you ever encountered them.v vWow… the Leantechniques I learned onlyshowed us how to dealwith 8 forms of wasteand inefficiency, not 54.
  12. 12. Step #2 of LPATcont’d:• Practice undercover tobetter understand the 54inefficiencies• Practice how to navigatethe risks and dangers thatsurround youCoach, Sax and I are going undercover now to the I3Dark Side so we can understand how they operate.Hey guys, what’s with the silly I3 Helmetand flags ?v vI3This could be fun.
  13. 13. Step #2 of LPATcont’d :Practice how to be the“Master of Destruction”ONLY to better understandhow to combat these forcesof destruction laterWHAT ??? Max, you gotta stay focused here. You aresupposed to investigate and BEAT the Dark Side, notjoin it. Your assignment is to save your company fromdestruction and be the Hero !Yup, I would make a pretty cool finger-flickingOverlord-Dude from the I3 Dark Side.v vI3Destruction is somuch easier thanactually improvingsomething !
  14. 14. Step #2 of LPATcont’d :Practice to Identifyand Address Self-Inflicted Enterprise-Wide Inefficiencies…that are hiding in plainsight…Coach, OK, we are back from our undercover gigand it was disturbing. I3 was destroying theplace in plain site with no resistance in sight. Igot my camouflage outfit on now to protect myidentity as a transformer.Glad you guys are back in one piece. When anorganization is inefficient, it seems very normaland OK to them. They might not always be eagerto change.v vE3Someone blewour cover !
  15. 15. Step #3 of LPAT:• Assess the presence of riskyinefficiencies and chain reactions• Assess the severity level ofdangerous chain reactionsHey, this looks like aDominos game.This is a scary real-life version of Dominos. Realhopes and dreams can get crushed here by invisibleinefficiencies that this LPAT method makes visible.v vE3This looks like anambush to me Max.
  16. 16. Step #3 ofLPAT cont’d:Assess thepresence of13 UndisciplinedLeadership Traits,which can triggerdestructive chainreactionsOk Coach, I took off my camo but I think Istill need my helmet to protect me fromthese chain reaction attacks.The helmet is not a bad idea. We arelooking at the “Ground Zero” Triggers ofdestructive Chain Reactions. These 13bad leadership traits can trigger anavalanche of downstream frustrationand misery.E3v vI know that SqueakyFiscalfrugal Ace...He’s dangerous!Domino Wave #1
  17. 17. Step #3 ofLPAT cont’d:Assess thepresence of11 elements of aChaotic andunproductive WorkEnvironmentHow many waves of attacks do we haveto endure in this simulated game of lifeand business ?There are a total of 5 attack waves. If thesefirst 2 waves of attacks are successful, it willtake major efforts to repair the downstreamdamage they can create.E3v v5 Waves ? Thatmakes us one waveshort of a 6-PackAttack.Domino Wave #2
  18. 18. Step #3 of LPATcont’d:Assess the presence of21 Work Habits thatcan destroyProductivity21 bad work habits to deal with ???I think I need more body armor.Most organizations ignore the first 2 waves of threats andjust try to address these bad work habits to improve theirperformance. In reality, that’s like addressing the symptomsand not the true root causes of bad work habits.E3v vLooks like a 21gun salute toInefficiency?Domino Wave #3
  19. 19. Step #3 ofLPAT cont’d:Assess thepresence of7 Major Attackson your KeyEfficiencyMetricsHow hard can it be to manage these 7areas of efficiency performance?Efficiency Performance cannot be managed directly…Efficiency is the result of good, bad and absentdecisions and actions. If the threats in the previous 3waves were not addressed, low efficiency and lowperformance are inevitable here.E3v vCosts are much easier to managethan these efficiency metrics.You just have to cut hours, peopleor expenses to make costs godown. To counter these 7 attackson efficiency, you actually have todo a lot of successful Lean andSix Sigma improvement projects.Domino Wave #4
  20. 20. Step #3 of LPAT cont’d:Assess the presence ofFinal 2 Flaws that canSink Your ShipIs this the last line of defense,the last chance to save the shipand the last possible exit on theExpressway to destruction ??If every warning signal and threat is ignored fromprevious waves, the destructive momentum willbriefly pause here to check if these 2 flaws arepresent or not. If they are present, the chainreactions will continue to level everything in theirpath. This could be “Game Over” for many.E3v vThis sounds like“Slam, Bam theJoke’s on you Sam”.Domino Wave #5
  21. 21. Step #4 of LPAT:Transform from the Ordinary tothe Extraordinary by creatingand acting on aggressive butrealistic action plansCoach, can you reallytransform Sax and I and makeus Transformers of others?The short answer to both of your questions is “Yes”…BUT it takes the discipline and commitment to besuccessful. Additional training and coaching is requiredto learn all of the tools and techniques needed totransform “Ordinary” into “Extraordinary”.E3v v
  22. 22. Icebergs are highly over-rated. History tries towarn us that 54 silent triggers create ChainReactions that have created most human-madeDisasters on record. 54 linked inefficiencies sankthe Titanic. The Iceberg that Titanic hit was just inthe path of a reckless race to break an Atlanticcrossing record with a flawed ship design and sub-standard rivet materials used to construct thevessel.Chain Reactions & History:An Iceberg did NOT Sinkthe TitanicHOLY SMOKES!! I didn’tknow that about the Titanicand I saw the movie 3 times ?Some movies are made to entertainand not to educate. Scientificbooks like “What Really Sank theTitanic” tell the real story.E3v vI’m betting that theSqueaky FiscalfrugalAce had somethingto do with thissinking.
  23. 23. Chain Reactions &History:The Titanic ChainReactionsThe Titanic sinking was a“Perfect Storm” of silentlyInteracting chain reactions thatcollectively had the power tosink the shipTake cover !!… incoming Chain Reactions !Yeah, this deadly trio cost a lotof innocent lives.E3v vLooks like “Threestrikes and you’reout” to me.
  24. 24. Image courtesy of NASARocket booster o-rings are highly overrated.These 13 risky leadership practices identifiedin our deck of cards crashed the Challenger.The Rogers Commission, appointed byPresident Reagan, blamed NASAs flawedorganizational culture and decision-makingprocesses for the accident.Chain Reactions & History:A faulty O-Ring did NOT crash theChallenger Space ShuttleThat’s a very sad story. Yes and it is a case where DominoWave #1 & 2 threats were ignored,which again cost innocent lives.E3v vI’m betting againthat the SqueakyFiscalfrugal touchedthis disaster too.
  25. 25. Image courtesy of NASASpacecraft Thermal Protection Systems arehighly overrated. They cannot protect the crewfrom risky leadership practices identified in ourdeck of cards. The Roger’s Commission foundthat NASA had many organizational flaws thatled to the disaster and that they had improvedlittle since the Challenger disaster, 17 yearsearlier.Chain Reactions & History:Damaged Tiles did NOT crash theColumbia Space ShuttleCoach, How could NASA havemade such mistakes?Sometimes people are very good atdoing the really hard stuff andvery bad at doing the simplerstuff.E3v vI just changed mymind about wantingto be an astronaut.
  26. 26. Order your Deck of Cards andsign up for our training atwww.BTWarGames.comLearn the Patent Pending Process that enablesPersonal and Organizational TransformationsUSA Patent Pending 61,818,032Can you really patentthis methodology ?Yes this is patentable, as long as it’s truly uniqueand never been done before. Edutainment is a bigpart of the LPAT method, which includes a littlefun with business improvement techniques.E3v v
  27. 27. • Visit our website www.BTWarGames.com to purchase the Deck ofCards• Visit our website www.Eeefficiency.com to see all of our trainingprograms• Follow Dave on Twitter: @PatrishkoffDave• Email us for more information: davepatrishkoff@eeefficiency.comThanks for joining me Sax and thank youCoach for the overview ! What’s next ?Get a set of these cards atBTWarGames.com,start studying them and getready for some serious E3Transformer training after that.E3v vI’m in for the E3 longhaul with you Max.This could be fun !

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