If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012.
Imaginopedia for Skills Building by LEGO GroupMarko Rillo
Imaginopedia for Skills Building - The Brochure that was Included in early LEGO Serious Play Starter Kits prior to 2010. The Starter Kits were then square-shaped. Since 2010, the LEGO Group redesigned their booklets that they include with LEGO Serious Play starter kits and now those kits include a slightly modified brochure called "Imaginopedia for Core Process"
Et si nos pratiques de test étaient le frein à notre agilité ?Frantz Degrigny
Trop souvent nos équipes sont coincées par des pratiques de tests inadaptées. 💥
J’ai découvert, avec certaines équipes, des pratiques vraiment top. 👍
Je vais partager avec vous les pires et les meilleures pratiques observées en 10 ans de coaching d’équipes. 👨⚕️
Vous prendrez du recul sur vos pratiques. 🔎
Vous aurez aussi des exemples de ce que d’autres équipes font, à tester chez vous. ⚗
LEGO SERIOUS PLAY Open Source Guide Issued by LEGO GroupMarko Rillo
LEGO has decided to allow everyone to use LEGO® SERIOUS PLAY® methodology. You do not need to pay for it. It is as simple as: “1) You use, 2) you develop, 3) you pass it on to anybody else to use under the same terms.“
Anybody can do what they like with LEGO® SERIOUS PLAY® as long as they refer to original LEGO® SERIOUS PLAY® Open-source document and give exactly the same credit for the next developers.
Elevator Pitch: LEGO® Serious Play® — Strategic Decision Making & Problem Re...Michael Tarnowski
LEGO® Serious Play® — Strategic Decision Making & Problem Resolution with Fun!
Elevator Pitch.
LEGO® Serious Play is a facilitated method for strategic decision-making and problem resolution in business environments.
You could use LSP for merger & acquisition (M&A) evaluation, SWAT analysis, strategy or vision definition, product development, organisational design/development, brand design, or developing business, department. or team goals - to name a few.
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012.
Imaginopedia for Skills Building by LEGO GroupMarko Rillo
Imaginopedia for Skills Building - The Brochure that was Included in early LEGO Serious Play Starter Kits prior to 2010. The Starter Kits were then square-shaped. Since 2010, the LEGO Group redesigned their booklets that they include with LEGO Serious Play starter kits and now those kits include a slightly modified brochure called "Imaginopedia for Core Process"
Et si nos pratiques de test étaient le frein à notre agilité ?Frantz Degrigny
Trop souvent nos équipes sont coincées par des pratiques de tests inadaptées. 💥
J’ai découvert, avec certaines équipes, des pratiques vraiment top. 👍
Je vais partager avec vous les pires et les meilleures pratiques observées en 10 ans de coaching d’équipes. 👨⚕️
Vous prendrez du recul sur vos pratiques. 🔎
Vous aurez aussi des exemples de ce que d’autres équipes font, à tester chez vous. ⚗
LEGO SERIOUS PLAY Open Source Guide Issued by LEGO GroupMarko Rillo
LEGO has decided to allow everyone to use LEGO® SERIOUS PLAY® methodology. You do not need to pay for it. It is as simple as: “1) You use, 2) you develop, 3) you pass it on to anybody else to use under the same terms.“
Anybody can do what they like with LEGO® SERIOUS PLAY® as long as they refer to original LEGO® SERIOUS PLAY® Open-source document and give exactly the same credit for the next developers.
Elevator Pitch: LEGO® Serious Play® — Strategic Decision Making & Problem Re...Michael Tarnowski
LEGO® Serious Play® — Strategic Decision Making & Problem Resolution with Fun!
Elevator Pitch.
LEGO® Serious Play is a facilitated method for strategic decision-making and problem resolution in business environments.
You could use LSP for merger & acquisition (M&A) evaluation, SWAT analysis, strategy or vision definition, product development, organisational design/development, brand design, or developing business, department. or team goals - to name a few.
@AgileTourVietnam2015
On Nov 6th, 7th, and 8th, 2015
As an Agile coach I must understand in which level my team is in order to help my team to perform in more efficient way. If the team is in the “Shu” phase, the members are quite immature in agile, they just follow rules. If they are more mature, in the “Ha” phase, where they understand the ideas behind. The last stage is the “Ri” phase where people are so mature that they can create their own rules. I will present some behaviors that help Agile teams to see their mature level.
http://agiletourvietnam.org/session/agile-fundamentals-shu-ha-ri-applied-to-agile-team/
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
More Autonomous Teams Using Behavioral Marker Systems - A Tool for Guided Sel...Daniel Walsh
How do we scale the ability of Agile coaches and Scrum Masters to help teams change their behaviors and adopt new ways of interacting? In most Scrum team ceremonies, there are behaviors and anti-patterns that constrain team performance. How do we develop coaches, Scrum Masters, and the team members themselves to catch and correct behavior that negatively affect team performance?
This session introduces participants to behavioral markers - observable behaviors that contribute to superior or substandard performance within a work environment. Behavioral marker systems are based on Crew Resource Management research from aviation and other high-stakes teamwork domains. Behavioral marker systems act as both scaffolding and mirror that allows teams to reflect on their own behaviors. The session balances the theory with a mini-case study and "how to" guide for participants to take back to work and try for themselves.
LEGO® Serious Play® — For Managers.
Solve Your Business Challenges Playfully & with Fun!
Condensed version of my LSP presentation for managers & C-level.
LEGO® Serious Play® is a structured, facilitated method. It answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. It is a playful and still serious way to create new insights and to develop innovative ideas.
LEGO® Serious Play®. How To Solve Your Business Challenges PlayfullyMichael Tarnowski
LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments.
LSP answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. LSP is a playful and still serious way to create new insights and to develop innovative ideas.
Complexity Science Through the Lens of Gardening Daniel Walsh
Complexity Science Through the Lens of Gardening - Permaculture Principles for Complex Systems Design
In this session, we will explore complexity science through the lens of an interdisciplinary gardening system called permaculture. Complexity science is a trans-disciplinary effort with investigators from different disciplines working jointly to create new concepts, theories, and methods that integrate and move beyond discipline-specific approaches. In the mid-twentieth century, a diverse set of research domains such as biology (Turing), chemistry (Prigogine), meteorology (Poincare & Lorenz), and mathematics (Weaver & Mandelbrot) discovered that complexity was a new kind of science, and principles like non-linearity and sensitivity to initial conditions were found to be relevant to complex systems regardless of the domain.
Anyone who works with people - from the smallest teams to the largest organizations - works within complex adaptive systems. Daniel Walsh will introduce participants to permaculture design principles and facilitate small group discussions on how these pragmatic principles might be repurposed across domains to inform interventions and lead positive change within teams and organizations.
Speaker Bio
Daniel Walsh is a coach, consultant, and founder of nuCognitive.com and FiveWhyz.com. He specializes in Lean & Agile coaching, Product Management, and Applied Complexity Theory (e.g. Cynefin, Sense-making, Liberating Structures). He helps clients to resolve complex, intractable problems resistant to traditional methods and is an advocate for the integration of learning with work, the cultivation of cultures where people thrive, and the application of heuristics to deliver holistic solutions to customer problems.
En esta presentación se describen tips para que las PMO comiencen con sus pilotos ágiles y algunas estrategias para que se comience a agilizar el portafolio de proyectos y productos.
Centre for Entrepreneurship (C4E) of the University of Cyprus and Berklee Institute for Creative Entrepreneurship (ICE) present the:
Why are some designs better than others, and what can you do about it? (The workshop)
If you've ever described a poster as heavy, a website as dense, an app as clumsy or an object as whimsical, you probably already know the answer. Recent psychology research is showing that experiential metaphors are key emotional drivers that impact our perception of the world. Applying these findings to design confirms what designers have learned throughout their careers—good design is subconscious first and rational second. Michael will share stories from this research and the IDEO portfolio then share tools to help you be more consciously subconscious.
System of Delivery: An Intro to Our Governance ModelLeadingAgile
Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers.
In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery.
For more information on our approach to Transformation, check out our latest white paper:
www.leadingagile.com/whitepaper
If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page:
www.leadingagile.com/careers
Le serious game et l'accompagnement au changementFFFOD
Présentation de Guy Wallerand, directeur du développement, Just In Role, et Christian Gayton, président, Qoveo, aux 8es rencontres du fffod le 14 janvier 2010 :
Le Serious-Game, au service de l’accompagnement du changement
Agile and Scrum awareness - Everything you need to knowInvensis Learning
Learn Agile and Scrum best practices from an industry expert.
Today, Agile and Scrum best practices are being heavily incorporated in enterprises as a framework or as a methodology worldwide. Invensis Learning in collaboration with EXIN has created this Agile and Scrum Awareness webinar for individuals and enterprises to understand why one should incorporate Agile and Scrum in their day-to-day project environment to successfully complete projects and achieve greater ROI.
Areas covered:
- Agile way of Thinking
- Agile Manifesto
- Scrum practices such as roles, events, and backlog
- Scrum planning and estimation
- How to apply Scrum in large and complex projects
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. We are one of the trusted certification training partners for many Fortune 500 organizations and Government institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of globally-recognized credentials. Invensis Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.
For more information, please visit our website: https://www.invensislearning.com/
Dans cette présentation, nous verrons comment l'agilité de "première génération" a permis de gérer la complexité au niveau des équipes projet. Nous verrons comment l'agilité d'entreprise, notamment SAFe, permet de gérer la complexité au niveau des projets d'entreprise.
Planning and Execution within a Management Learning Cycle that creates Advantage
Successful organizations understand that no plan or passes the test of time and unknowns. Great decision makers understand that a plan is useless until it isn’t acted upon. Organizations, like people, learn through practice and application. Actions beget outcomes – not plans. Successful organizations do not waste precious time trying to capture every last risk, assumption and obstacle in a detailed plan rather they favor a flexible plan that accepts large amounts of unknowns but retains flexibility and smaller quicker decisions where they can observe their environment, orient themselves within the context of that environment, recommend and make decisions to affect outcomes that lead to success, and act to shore up success. Successful organizations are adept at this Observe Orient Decide Act process. They understand that failure is caused as much by complexity, indecision and poor timing as it is by unanticipated variables – therefore they conclude that it is better to Observe, Orient, Decide, and Act --quickly (OODAq).
@AgileTourVietnam2015
On Nov 6th, 7th, and 8th, 2015
As an Agile coach I must understand in which level my team is in order to help my team to perform in more efficient way. If the team is in the “Shu” phase, the members are quite immature in agile, they just follow rules. If they are more mature, in the “Ha” phase, where they understand the ideas behind. The last stage is the “Ri” phase where people are so mature that they can create their own rules. I will present some behaviors that help Agile teams to see their mature level.
http://agiletourvietnam.org/session/agile-fundamentals-shu-ha-ri-applied-to-agile-team/
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
More Autonomous Teams Using Behavioral Marker Systems - A Tool for Guided Sel...Daniel Walsh
How do we scale the ability of Agile coaches and Scrum Masters to help teams change their behaviors and adopt new ways of interacting? In most Scrum team ceremonies, there are behaviors and anti-patterns that constrain team performance. How do we develop coaches, Scrum Masters, and the team members themselves to catch and correct behavior that negatively affect team performance?
This session introduces participants to behavioral markers - observable behaviors that contribute to superior or substandard performance within a work environment. Behavioral marker systems are based on Crew Resource Management research from aviation and other high-stakes teamwork domains. Behavioral marker systems act as both scaffolding and mirror that allows teams to reflect on their own behaviors. The session balances the theory with a mini-case study and "how to" guide for participants to take back to work and try for themselves.
LEGO® Serious Play® — For Managers.
Solve Your Business Challenges Playfully & with Fun!
Condensed version of my LSP presentation for managers & C-level.
LEGO® Serious Play® is a structured, facilitated method. It answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. It is a playful and still serious way to create new insights and to develop innovative ideas.
LEGO® Serious Play®. How To Solve Your Business Challenges PlayfullyMichael Tarnowski
LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments.
LSP answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. LSP is a playful and still serious way to create new insights and to develop innovative ideas.
Complexity Science Through the Lens of Gardening Daniel Walsh
Complexity Science Through the Lens of Gardening - Permaculture Principles for Complex Systems Design
In this session, we will explore complexity science through the lens of an interdisciplinary gardening system called permaculture. Complexity science is a trans-disciplinary effort with investigators from different disciplines working jointly to create new concepts, theories, and methods that integrate and move beyond discipline-specific approaches. In the mid-twentieth century, a diverse set of research domains such as biology (Turing), chemistry (Prigogine), meteorology (Poincare & Lorenz), and mathematics (Weaver & Mandelbrot) discovered that complexity was a new kind of science, and principles like non-linearity and sensitivity to initial conditions were found to be relevant to complex systems regardless of the domain.
Anyone who works with people - from the smallest teams to the largest organizations - works within complex adaptive systems. Daniel Walsh will introduce participants to permaculture design principles and facilitate small group discussions on how these pragmatic principles might be repurposed across domains to inform interventions and lead positive change within teams and organizations.
Speaker Bio
Daniel Walsh is a coach, consultant, and founder of nuCognitive.com and FiveWhyz.com. He specializes in Lean & Agile coaching, Product Management, and Applied Complexity Theory (e.g. Cynefin, Sense-making, Liberating Structures). He helps clients to resolve complex, intractable problems resistant to traditional methods and is an advocate for the integration of learning with work, the cultivation of cultures where people thrive, and the application of heuristics to deliver holistic solutions to customer problems.
En esta presentación se describen tips para que las PMO comiencen con sus pilotos ágiles y algunas estrategias para que se comience a agilizar el portafolio de proyectos y productos.
Centre for Entrepreneurship (C4E) of the University of Cyprus and Berklee Institute for Creative Entrepreneurship (ICE) present the:
Why are some designs better than others, and what can you do about it? (The workshop)
If you've ever described a poster as heavy, a website as dense, an app as clumsy or an object as whimsical, you probably already know the answer. Recent psychology research is showing that experiential metaphors are key emotional drivers that impact our perception of the world. Applying these findings to design confirms what designers have learned throughout their careers—good design is subconscious first and rational second. Michael will share stories from this research and the IDEO portfolio then share tools to help you be more consciously subconscious.
System of Delivery: An Intro to Our Governance ModelLeadingAgile
Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers.
In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery.
For more information on our approach to Transformation, check out our latest white paper:
www.leadingagile.com/whitepaper
If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page:
www.leadingagile.com/careers
Le serious game et l'accompagnement au changementFFFOD
Présentation de Guy Wallerand, directeur du développement, Just In Role, et Christian Gayton, président, Qoveo, aux 8es rencontres du fffod le 14 janvier 2010 :
Le Serious-Game, au service de l’accompagnement du changement
Agile and Scrum awareness - Everything you need to knowInvensis Learning
Learn Agile and Scrum best practices from an industry expert.
Today, Agile and Scrum best practices are being heavily incorporated in enterprises as a framework or as a methodology worldwide. Invensis Learning in collaboration with EXIN has created this Agile and Scrum Awareness webinar for individuals and enterprises to understand why one should incorporate Agile and Scrum in their day-to-day project environment to successfully complete projects and achieve greater ROI.
Areas covered:
- Agile way of Thinking
- Agile Manifesto
- Scrum practices such as roles, events, and backlog
- Scrum planning and estimation
- How to apply Scrum in large and complex projects
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. We are one of the trusted certification training partners for many Fortune 500 organizations and Government institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of globally-recognized credentials. Invensis Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.
For more information, please visit our website: https://www.invensislearning.com/
Dans cette présentation, nous verrons comment l'agilité de "première génération" a permis de gérer la complexité au niveau des équipes projet. Nous verrons comment l'agilité d'entreprise, notamment SAFe, permet de gérer la complexité au niveau des projets d'entreprise.
Planning and Execution within a Management Learning Cycle that creates Advantage
Successful organizations understand that no plan or passes the test of time and unknowns. Great decision makers understand that a plan is useless until it isn’t acted upon. Organizations, like people, learn through practice and application. Actions beget outcomes – not plans. Successful organizations do not waste precious time trying to capture every last risk, assumption and obstacle in a detailed plan rather they favor a flexible plan that accepts large amounts of unknowns but retains flexibility and smaller quicker decisions where they can observe their environment, orient themselves within the context of that environment, recommend and make decisions to affect outcomes that lead to success, and act to shore up success. Successful organizations are adept at this Observe Orient Decide Act process. They understand that failure is caused as much by complexity, indecision and poor timing as it is by unanticipated variables – therefore they conclude that it is better to Observe, Orient, Decide, and Act --quickly (OODAq).
Attending Idaho CCW classes or an Idaho Enhanced Concealed Carry Class is something that many individuals choose to participate in each and every month. Even with the recent changes in the Idaho gun laws (2016), individuals are still making a conscientious decision of taking an Idaho concealed carry class or the Idaho CCW classes. The simple choice of attending classes might lean towards inexperience with the use of firearms, but there could also be other compelling reasons why an individual would seek proper handgun training and gun safety education. Learning handgun operation and how to shoot correctly and accurately is one good reason. Another is safety! Idaho CCW classes stress the point of basic gun safety rules and how they apply to owning firearms. Of course, let's not forget personal protection, self defense, personal protection in the home, and the measures and laws that surround the responsibility of being a gun owner. Purchasing a handgun and applying for your Idaho concealed carry permit can be a big responsibility, and part of the responsibility is taking charge of personal protection which includes safety and the overall safety of those around you.
Shadow Dawg Firearms Academy of Boise provides one of the top curriculums for Idaho CCW classes with firearms training and handgun training in the Treasure Valley region. The Idaho concealed carry classes gives participants an understanding in firearms training, knowledge, attitude, awareness, gun laws, and above all, gun safety. The Idaho CCW classes provide specific goals for each student with an understanding of the continuing opportunities for improving skills, awareness, and attitude. All Idaho CCW classes involve both classroom instruction and live-fire training on a range.
Visit our website today - http://shadowdawg.org/
To know more about the Idaho CCW Classes - http://shadowdawg.org/idaho-ccw-classes/
Be prepared - Be Safe - Be Responsible
Demonstrates the differences and similarities between what is traditionally taught as "Combat Marksmanship" vs. "Reality - Behaviorally Based Combat Marksmanship" with the pistol.
Front Sight Focus: How To Instantly Improve Your ShootingChris Sajnog
Do you focus on your front sight when you shoot? Really Focus? If you're not key-holing every shot you take, you're not focusing. In this presentation from retired Navy SEAL Sniper Instructor and bestselling author of How to Shoot Like a Navy SEAL, Chris Sajnog teaches you how to focus on your front sight and instantly shoot with extreme accuracy every time you fire a weapon.
Chris is an international authority on firearms and tactics training, author and master training specialist. He is the owner of Center Mass Group, a Service Disabled Veteran Owned Small Business in San Diego, CA.
Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He details numerous process improvement efforts utilizing right-brain dominant-skills in this transcription of the Business901 podcast, Are right brain thinkers better leaders?
Robert Fritz, composer, filmmaker and organizational consultant is the founder of Technologies for Creating. During the past twenty-five years, over 80,000 people in 27 countries have participated in trainings created by Robert Fritz. His insights on the creative process and structural dynamics serve as the foundation of meaningful and lasting change for both individuals and organizations.
This is a transcription of the podcast: A New Approach to Lean – Robert Fritz:
This is a transcription of a Business901 blog post, Scenario Thinking the Next Big Thing. My guest on the podcast was George Wright, co-author of Scenario Thinking: Practical Approaches to the Future. The book is an innovative guide to new methods in scenario thinking. The book focuses on the demonstration and illustration of practical steps in scenario development processes.
Run Lola Run Essay Free Essay Example. The Narrative Structure Of ‘run Lola Run’ In Essay Example | StudyHippo.com. Run Lola Run Essay Example | StudyHippo.com. Distinctive Ideas In A Film "Run Lola Run" Essay Example - PHDessay.com. Run Lola Run Video Essay - YouTube. Run lola run essay conclusion. Run Lola Run Study Guide | English Analysis, Summary & Characters. Module A Essay - Run Lola Run | English (Standard) - Year 12 HSC .... Tom Tykwer Run Lola Run Essay | English (Standard) - Year 12 HSC .... ≫ "Run, Lola, Run" Movie Analysis Free Essay Sample on Samploon.com. A Literature Analysis Of Tom Tykwer's Movie Run Lola Run: [Essay .... Run Lola Run | English (Standard) - Year 12 HSC | Thinkswap. Run Lola Run (1999) - Movie Review / Film Essay.
I had the pleasure of interviewing one of the noted experts in the Lean Community, Dan Jones. This is a transcription of our podcast, The Future of Lean with Dan Jones. We spent a fair amount of time discussing Lean outside the four walls of the enterprise and how Lean interacts with the customer.
Systemizing your approach to managementBusiness901
H. WILLIAM "Bill" DETTMER. Senior Partner, Goal Systems International. Bill is one of the most recognized experts in the Theory of Constraints field and more specifically the Logical Thinking Process.
Removing Uncertainty in your Decision MakingBusiness901
I had great pleasure having Eli Schragenheim on the Business901 Podcast. Eli has been part of the Theory of Constraints movement practically from the beginning. He started working with Dr. Goldratt as a programmer to program a game for adults that would teach them how to think over 25 years ago. During the podcast we dove into the subject of Uncertainty! A great discussion, that affects our everyday life and how it relates to forecasting and even our intuition.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Steve Portigal. author of Interviewing Users: How to Uncover Compelling Insights, is the founder of Portigal Consulting. Steve was my guest on the Business901 podcast, Uncovering Compelling Insights. This is a transcription of the podcast.
Symplicit - The a b c of Behaviour - Jodie Moule - v1.0jodie moule
It seems everyone is talking about changing behaviour through design, but changing behaviour is actually a pretty hard task.
This presentation looks at behaviour change and what this means for us as designers.
We know creative development research can sometimes feel like a way to kill great ideas. And we think that sucks. We’re here to make sure that doesn’t ever happen to you (again). Read on to learn how!
What are the secrets behind worldwide known, successful companies such as Budweiser, Heinz, Burger King?
These and many other companies have strong philosophies and management methods focused on high efficiency and their secret is simple: Strong businesses have strong processes.
www.pipefy.com
Robert B. Camp was my guest on the podcast, A Story of Sustaining Lean. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. This is a transcription of the podcast.
Mark Warren, of Tesla2 Inc. has decades years of experience working with Tier 1 and 2 suppliers to improve their manufacturing productivity and quality. He travels the world to learn and teach about Lean Mark warren and most specifically TWI. He likes to concentrate on problem solving methodologies as applied to lean manufacturing, failure analysis, reliability improvements, and in-house, OEM and field warranty failure reduction.
[Webinar recording] how to use covid 19 to jumpstart innovation in your busin...Bradley Pallister
Clare: Hello everybody, good afternoon and thank you so much for joining us today. We’re going to be talking about how to use COVID -19 to jumpstart innovation in your business. my name is Clare Forestier, I’m an independent host and emcee and I’m really excited actually to be moderating today’s session for innovative product development and design services company. We’ve got really fascinating presentations and conversations coming up in the next hour. Obviously you’re going to be commenting in the chat about the things that you hear and the things that you’ve got to say around the subject and but there are about 700 of you joining us today, so if you have got an actual question that you would like me to specifically put to the speakers, please put it in the Q&A section. Actually, if you see someone’s already asked the same question just I think you can just Mark with a tick, I think um which ones that you know if I was one you were going to ask and then I can see which ones are really popular and make sure that we definitely get to those. So, we are going to get started pretty quickly. Lots to get through we’re going to be hearing first of all from Mark Wardell. So, Mark has developed quite a reputation as a leader in business advisory. He’s president of Wardell International and he’s had some really amazing success in helping entrepreneurs grow super impressive businesses. He’s going to share some of the secrets that he’s already shared actually in his seven published books. He’s also a regular speaker at high-level events and to the media. So, we’ve got a real coup in actually getting him here today. So, I am going to ask you to start please Mark.
Read more at: https://innovolo.co.uk/webinar-recording-how-to-use-covid-19-to-jumpstart-innovation-in-your-business
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
Turning Reflection into Action using the Lean Process of CAP-Do
Applying the OODA Loop to Lean
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Applying the OODA Loop to Lean
Guest was Dr. Terrance Barnhart
Related Podcast: Applying the OODA Loop to Lean
Dr. Terry Barnhart, the Senior Director
Strategy and Continuous Improvement at
Pfizer Global R&D discusses the OODA
Loop in this Business901 Podcast. We
expand this theory into some practical
applications and using the OODA Loop in
and outside of rapid deployment. Dr.
Barnhart has an upcoming book due out
at the end of the year on using Lean in
Product Development. It will be published
by Productivity Press.
Applying the OODA Loop to Lean
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Joe Dager: This is Joe Dager, the host of Business 901 podcast.
Joining me today is Dr. Terrance Barnhart, the Senior Director of
Continuous Improvement in the Strategic Management and
leader of Pfizer's Agile R&D Team. In his current role, Dr.
Barnhart develops a lean transformation effort designed
specifically to implant fast learning systems to improve the
innovation, quality and speed of pharmaceutical R&D. Terry has
joined me on the podcast today to discuss John Boyd's
OODA-loop principles.
Terry, could you start out by finishing that introduction and then
tell me how you first became familiar with Boyd's OODA- Loop.
Dr. Terrance Barnhart: I became interested in Boyd's
OODA-loop because of a friend of mine who had mentioned him
in passing in one of his short courses. Your readers or your
listeners might be familiar with Jim Luckman from some other
work that you've done. He didn't have anything other than the
name associated with him and that was just too intriguing. I
started looking around and I found a gentleman by the name of
Chet Richards, who still holds some of the Boyd work and still
talks about some of the Boyd work. With Jim, we went to talk to
Chet, and I think we spent 16 hours talking to Chet about the
OODA-loop and about Boyd, because of course Boyd had passed
on some years ago.
I was fascinated by what the thought process was and the study
that Boyd had, and I've been a student ever since. I've tried very
hard to learn as much as I can about this because the
implications for lean the implications for innovation and the
implications for teams are just tremendous.
Joe: For the people that aren't familiar with the OODA-loop, it
starts out as Observe, Orient, Decide, and Act. This is what the
acronym stands for. People think about it from a military
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viewpoint, because that's where Boyd originally developed it
from, as combat airfare, was it not?
Terrance: Well, I think he got it from that, but only that
reflection from his later work. It really stems from his study of
3,000 years of warfare and specifically the 30% of wars that are
actually won by the weaker, smaller opponent. It turns out, in his
study; he demonstrated that in every study that he could find,
every war that he could study, the party that learned the fastest
won every single engagement. I mean, it might lose a particular
battle, but they always won the war.
He studied that and he thought back on his time as a fighter pilot
and there's some great stories about him never actually losing an
air combat simulation as one of the lead instructors at Top Gun
for the Air Force. His early work as a fighter pilot just fed that
thought process that became the OODA-loop.
What's interesting about the OODA-loop is that unlike PDCA or
DMAIC, which we think about which are really based on science,
and how we think about science, the hypothesis generation, and
so on, what Boyd talks about in OODA, in particular, the second
orientation is really about the entirety of the thought processes
that we have, all of the mental models, all of the assumptions, all
of our backgrounds in genetics, make up our personal orientation.
If we have very flexible orientation, what this means is, as things
in the outside world come to us, we will be able to consider
different options as to what that means, how it might fit with
other things that we've seen, and what we might do in the future.
Now this becomes very important in war in that, when bombs
start flying, when smoke is around you and things are very, very
threatening, people's orientation locks. They stop being able to
see the outside world in any sort of objective sense. They stop
being able to think about how it compares internally to other
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things that they've seen, other things they've thought through
and they stop being able to act entirely and when that happens,
their hands go up, and they surrender.
I think the best example of this, a recent example, are the two
Gulf Wars in which the same exact strategy was used against the
same exact army with the same exact results. They've locked
their orientation. As a result of that, even though they knew the
same thing was happening, they couldn't find another way to
approach it.
Joe: One of the things, when I look at the OODA-loop, that
surprises me - it's applied to air combat and Top Gun school but
it is also applied to a whole war effort. It's like there's a whole
different tempo to it, or cadence that can be developed. That to
me, is a hard thing to grasp.
Terrance: That's a really good point, and I think that's the real
genius of what Boyd was able to do. He did an awful lot of work.
There's this really nice slide deck on what he called the organic
design for command and control, in which he takes the
OODA-loop from the individual and expands it all the way out to
very large organizations and everything in between. The really
slick thing about it is that orientation exists within the individual,
but it exists within groups as well. So we, as Americans, have a
certain orientation about government that it should be of the
people, by the people, and for the people. We have a very
different viewpoint about other countries because, for so much of
our history, we've only had two on our borders.
But there's so much distance between the U.S. and Europe, for
example, and the Far East that it creates within Americans a
different viewpoint than Europeans have. There's nothing wrong
with that, that's just a result, but it becomes this societal
orientation.
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Now what's interesting is you can create more flexible
orientations with practice. You can create more flexible
orientations by trying many different things. Just think about a
small group. If you are a basketball coach, you want those
basketball players to be able to handle very tall centers, you want
to be able to handle very fast teams, and you want to be able to
handle very controlled teams.
If you think about the various things that might happen on the
court, you want your team to be able to adapt instantly to any
changes and styles that they see, whether they're
game-to-game, or within a game. The team that can do that the
best will have the best chance of winning on a very, very regular
basis.
Boyd talks about it in terms of small unit action. So if you're a
small Marine unit, you want to be able to be very, very fast at
assessing things at the local scale. If you're the Marines as a
whole, you want to be able to assess battlefield situations, or
even entire theater situations and be able to adapt to them as
they move. So it's really fractal. It starts with the smallest and
ends up at the very largest scale.
Joe: We center on the Orient section of the OODA-loop because
that seems to be that gray area, that gray matter that's going on
in our mind. It's all of our traditions and the new information and
our heritage that is affected. We're doing this spontaneously too,
in a cockpit. Those things are still affecting us?
Terrance: Right. Maybe I'll go through the whole OODA-loop
and just talk about it in the context of a cockpit and maybe in the
context of Boyd because he used this to win engagement after
engagement. He had a standing bet as it turns out to win these
things. But if he's got somebody on his tail, he's going to try
something. He's going to dive, he's going to go up, he's going to
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do something, and he'll be looking to see what it is that you do as
a result of that.
If you follow him, and you stay on whatever his move is, he
hasn't gained against you. But if he doesn't something that's
unexpected and it takes you a little bit longer to react than it took
him to do it in the first place, he can make another move. So he's
now observing you. He does something, so he acts. He observes
you, and you do something. If he sees a break between your
action and the orientation he thinks you're going to have, he can
now exploit that.
So he can decide on another action. He can either extend what
he's doing, he could do another unexpected action, and then he
acts again. So what he's doing is observing you, reorienting
himself, deciding, and acting.
The faster he does that -- so, if I'm on his tail, and we're doing
this, if he gets a little bit ahead, and then he gets a little bit more
ahead, he is operating his OODA-loop faster than I'm operating
mine. In the military sense, they call it, "Operating inside of their
decision loop, or operating inside of somebody's OODA-loop."
That's Boyd, operating his learning cycle -- his Observe,
Orientation, Orient, Decide, and Act cycle -- faster than I am
operating mine. If he does that for any length of time at all, he
will be on my tail, shooting me down.
Joe: He reacts very quickly and decides, and then acts again,
decides, acts again, and brings out a stronger differential, a
stronger differential advantage. This is warfare. How are we
applying that in today's world? How are you applying that in Lean
or R&D?
Terrance: Well, in Lean, let's start with Boyd's thought, and he
thought that Toyota was the -- I don't know how broad a study
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he did, but Toyota was the one, very easy, shining example he
had of a company that operated a fast learning loop, that
operated an OODA-loop. Other companies were either not
learning, or they weren't learning nearly as quickly. He could see
Toyota separating from the rest of the automotive industry. If
you think about the applications of the OODA-loop in your
organization, my organization, or someone else's organization,
we could imagine us using this in a competitive sense that is a
destructive sense to overtake the competition.
Wherever we are now, if we start operating inside of our
opponents OODA-loop, we will pass them, and we will do so in
very short order. That's one way to use it. So if you could create
within your company, for example, this high learning rate, you
will pass you opponent.
Chet Richards has a whole book entitled, "Certain to Win," on
exactly that principle. So that's one, but the second is if you're
thinking about installing Lean in a company and the company's
never seen it before, or in a new area of a company.
R&D is a great example. That's where I sit. R&D has never seen
Lean before and very well may have unhappy associations with
the word "lean" and "mean." They may have heard of things that
think it's a manufacturing gig, all this kind of stuff which may or
may not be true.
But if you're going to overcome those things, essentially you
must have a faster learning loop than the company does, in
destroying your ability to create within that company. So you can
create strategies that are specific to improving the company,
using this OODA concept.
Joe: Is it a problem solving or is it a decision making type of
methodology?
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Terrance: That's a really insightful question. So if you look at
PDCA, it's very much a problem solving sort of concept. I would
say this is similar between the two. Or you are solving problems
very, very quickly, but not in the demonstrated "by God, we know
this is the case," sort of sense that PDCA would. The deep level of
problem solving isn't really so much required as the fast problem
solving. So you can think of it as problem solving, or you can
think of it as decision making.
I would prefer to be a little non-committal on that. Because if I
think back to orientation, any time that I can look at a problem
and re-orient myself in such a way that that problem either
doesn't exist or I can now find a path to its overcoming, I've done
essentially the same thing, but with a different nuance to it.
Now in R&D, this is really important, because in R&D often the
problems are fairly ill-defined. In the past, two of them are really
not so well understood. It's so much of an orientation game,
sitting with a problem long enough to be able to reframe it in a
way, in your mind, so you've got an orientation so that you can
even start against it.
When you've got problems like that, OODA -- I'm not saying it's
just a better way to describe it, it's not really so much different,
and it’s just an easier way to describe that mental process of
creation and innovation. Does that make sense?
Joe: It's like a current state model of how you make a decision,
and then you go forward to make some changes and develop a
hypothesis to the outside world, let's say. Or to a customer, make
that hypothesis and you test it out on a customer and see how it
acts, and then you observe it, and you come back. How does it
make you change? Because you have your mental model, is it
just in the recognition that there is a change out there, that you
handle it? I guess I'm struggling with the question a little bit. It
seems like you already developed a mental model.
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You try out the hypothesis on, let's say, a customer, and then
you watch the customer act. And your action -- I guess you act
first in applying that decision, you watch the reaction of that, and
you adjust to get what you are really looking for then, right?
Terrance: This really drives in to a lot of the interesting
difficulties with discussing the OODA-loop that you've experienced
yourself. The really fascinating thing is that when you're working
as a small unit, for example, what you really want to do is create
unconscious capability against known approaches. So when
something brand new comes up, you can spend all of your mental
energy around that. And even then you want to have as broad an
orientation, or as fluid an orientation, as you can. Where that
preset stuff breaks down is where the people who are really good
and really fluid come to the fore. But the guy who's flying in a
fighter jet wants to have very, very quick response on things that
are fairly well known and established.
So the thing that you're looking to understand is how does an
organization reorient itself? The orientation itself is wrong, and
Boyd would make that quite clear up front. It's not that it's wrong
because you don't want to have a good mental model, good
understanding, good current state of what the world is like. It's
just that our minds are very small, and the universe is very large.
So everything we have is this tiny model of what's possible.
What we want to do is to create the ability to change our
orientations very quickly. Faster than in the case of war: our
opponent. Faster in the case of business: our competitor. Faster
than the universe as a whole: in the case of our personal growth.
So what does that mean? It means that if you've got canned
responses that are faster than someone else's, you don't have to
go through observe, orient, decide and act. It's almost like you
observe and act.
Applying the OODA Loop to Lean
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You cut through, right through the center of that. It's when you
don't have that opportunity -- let's use your example, which I
think is really good. When you go out to your customers and test
something and come back, and try something else again as a
result of that.
Toyota did a great job when they launched Scion, in that they
stopped doing full-on North American launches. They launched in
California with a bunch of different ideas. And then they launched
in -- and I don't know exactly when the sequence was. But then
they launched, say, in the Southeast. And then they launched in
the Midwest.
Everywhere along that, they were learning about the audience
they were trying to connect with. What kind of advertising, what
kind of accessories these people would want, and what kind of
basic market presence does Toyota need to create in order to
access that young market they had had so much trouble with.
It's a much longer learning cycle than you would have in the
cockpit of a fighter jet, but think of how much faster that learning
cycle is than launching a Celica GT, and then waiting to see if the
customers are going to show up, and then two years later
launching another version, or three years later, or something.
Much longer learning cycles than this idea that they took through
their marketing.
So what really is very valuable with this whole idea is how you
can create within your organization, the ability to access where
your mental models are wrong, very, very quickly. Adjust your
orientation very, very quickly to adapt to that.
Joe: If you have that mental model, part of the orientation is
that you continue on with what you know, because it allows you
to concentrate your efforts on the changes that are happening
around you. The part that you really know and are at your core
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principles, your core belief, let’s say as a company. You know that
is what works for you. You do not have to change any of that.
What you have to do is adjust to the outside surroundings and
concentrate, and tweak your efforts on that to be successful.
Terrance: Exactly. Joe, you've really hit it. If you think about it
in exactly those ways, what you are looking is pinging the outside
world with your company. Who do you have out there? Do you
have your engineers out there? Or do you just have your
marketing guy. Do you have your sales people coming in to your
engineering area, or don't you? What are you doing to feel what's
going on in the outside world? Because the outside world in doing
a whole bunch of things to screw you up. There are new
innovations all the time. Disruptive, some just incremental,
whatever it may be. You've got competitors that are trying to eat
your lunch. You got new people coming in from you know other
markets that are trying to, you know work you on the edges and
all that kind of stuff.
How are you out there observing the outside world, and then
adapting your orientation, and then acting against it? So if you
find out that your product development is twice as slow as your
competitor's, you need to do something, because they will kill
you.
If you find out that you are twice as fast in product development,
and getting the right kind of stuff on the market, you know you
probably want to look at some other part of your organization.
Maybe you really could do some great stuff with those new
products with a really interesting work on marketing.
There's a whole lot of different things you can do, but if you're
not pinging the outside world, if you're not getting that
information and accessing it against how you think now, then
somebody is going to do it for you.
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Joe: You hear people talking about operating inside the
opponent's decision space. We're inside the OODA-loop, can you
kind of expand on what that means a little bit?
Terrance: Well essentially that just means that they are
reorienting, deciding and acting faster than you can do the same
thing. So, if I'm a small part manufacturer and I'm turning over
new types of products or getting into new kinds of business twice
as fast as my competitor, their products will seem old very
quickly. Or I'll have been able to look in new areas that they can't
access because I've just been able to get to different parts of the
market and so on. Probably the best example of this is the
Yamaha/Honda wars, I think its 1983-ish, where Yamaha built a
big plant and announced that they were going to take over
number one in the motorcycle industry.
Honda didn't fancy that, so Honda brought out something like 63
new models in the next 18 months, some ridiculous number.
Because they did that, their R&D was creating new models,
testing it in the market. Come back, change, and test the new
model in the market. Change; test the new model in the market.
They could do that literally two to three times faster than Yamaha
could.
As a result of that capability, Honda was developing motorcycles
that looked, felt, and acted different and were more aligned with
the market as they went than Yamaha. They were operating
inside Yamaha's decision loop. They were operating inside
Yamaha's OODA-loop.
Joe: How does OODA apply to other businesses?
Terrance: I think that OODA, if you think about just from that
description of a learning loop, that could be at a very strategic
level. It really can apply to any business that's really thinking
about where it wants to move next. Because you can define that
Applying the OODA Loop to Lean
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up front, or if you have a very high learning loop, you can have
the market define it for you. And that means just what Yamaha,
or what Honda did. That is, they came to the market and the
market told them something. They turned around and pinged the
market again with a new product. The market told them
something, and they kept popping these things out. As a result of
that they sent themselves in new direction that they might not
have done had they not been at that speed.
You can do this if you're a small company. You can do this very,
very rapidly. If you're running small and I'm going to say
relatively non-complex. Everything is complex, as we know, but if
you have relatively easy changeovers from model to model, if you
can drop the cycle-time to bringing a new model out, you can
introduce it at small levels.
This is just like putting out some flow, packets of flow, just like
sending stuff out to the market to see what happens. Modifying it
and let the market pull. This is a really nice link back into lead.
Because if you can do this if you have a high OODA-loop, the
market will pull good stuff out of your company. At least that's
my belief. Haven't tried it in person, but I think the evidence is
there.
Joe: Oh, I think it will. If the marketplace sees it, reacts to it,
they will pull it. I use examples like YouTube starting as a dating
service. The customers pulled the good things out of that dating
service, the videos.
Terrance: Yeah, this is a really good point because the Internet
business landscape is just one big gigantic pull from the
marketplace. If stuff works, it grows like Facebook and Google
and these kinds of things. They just explode. If people don't find
it very interesting they might limp along. If people aren't
interested at all, nothing happens. The thing is if you will, the
economy or a segment of the economy is acting. You probably
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want for your company as the single entity to do this, rather than
a whole bunch of these and a whole bunch of other stuff doing it
for you. You would like to get it on a regular basis. I think you'd
do it, but you again have to be operating at this high learning
loop speed.
Joe: How does it -- OODA-loop -- actually apply to strategy? I
mean, you think about it, war as a strategy. What's the
connection between your strategy and OODA-loop?
Terrance: The connection between OODA-loop and strategy is
that you want to run a strategy that has a high learning rate. So I
will give you the rather unhappy example of the blitzkrieg,
because it's really pretty fabulous in this respect. All the
negatives aside and we understand that it's a very negative
example. What they did in the blitzkrieg was to find the places
where there were openings and run through the openings and
then curl around behind and attack the opponents from the
opposite side. Their strategy was to take, for example -- I'm just
going to make it up -- take Paris. But what they did in fact was to
look for openings in the lines and start cleaning out from behind
the opposition forces, in a way that the opposition forces could
not react.
Their strategy was two-fold then. It's the objective, which would
be the city they were trying to take and a thoughtful approach to
doing so. Which was, we're going to apply probes everywhere,
and as soon as we find a place that's soft, we're going to run
through there.
We're going to keep a couple of better probes going so we find
another place that's soft and run through there. So you have got
four or five different forks coming through, it's going to happen
so fast that the opposition won't know what to do about it. Once
they are surrounded, their orientation will lock and they will
surrender.
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Honestly it's the same basic approach that was used in Operation
Desert Storm and so on in the Gulf Wars. So, from a strategic
point of view, if you are a company it probably will look different
in that you will have different goals, they won't be destructive.
But you will have essentially the same idea, so let's go back to
Toyota going in its launch of Scion.
They're probing the marketplace, when they find something that
works they're going to use that in the next probe of the
marketplace. As a result of that, their strategy of achieving a
solid commercial launch with high up-take in their chosen space
is far more successful. It's not a big batch thought, it's about
small packets of learning and building those small packets into
that large value, just exactly like Lean.
Joe: The OODA Loop has come to the forefront in the last year
or two, more so than maybe what it did for the previous five, or
is that just my lack of knowledge of this subject? Are people
talking about it more, are you seeing it more?
Terrance: I don't think that's just your imagination. I think that
a couple of things happened. First, there was a biography of Boyd
by Quorum, which is actually a fabulous book. It's like 1,200
pages long but it's very fascinating. It's fascinating stuff. I think
that started popularizing stuff. The second is that it really took
hold in the military in the last 10 or 15 years. Things take a while
to filter out of the military. So as people are coming back from
having been on the ground using this sort of thought process, it
starts getting into everyday life. I think that's another aspect of
it.
I think it's just, for example, people like you or me who have
been talking about it in our environments, that someone else
picks it up and they spread it. You're just starting to see the
network coming alive with the idea.
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Joe: I've seen it in the Lean software area more than other
areas, and in the innovation area where they're looking at the
loops. In the agile methods where they talk about the OODA-loop
more because it seems a nice pattern to ground them in how they
include the customer and how they orientate themselves to the
customer. That's where I first noticed it.
Terrance: The analogy is really perfect. The really top agile
programming folks are compiling every 20 minutes or something.
Their learning speed is unbelievably short. Their learning loops
are just incredibly fast. So I don't think there's anywhere else
that runs a clock speed anywhere near as high as those folks. I
could be wrong, but to your point, I can easily see it taking off in
the programming area.
Joe: How does this work in a team concept? Or does it?
Terrance: Yeah, it depends on how you think about it, Joe. In a
team concept, you're trying to create a team that has a higher
learning speed and is capable of reorienting. So there are two
things: capable of reorienting very, very quickly on the basis of
new information. Flow sports are great. If you watch a hockey
game you see a team that shoots a puck in somewhere, there's
some flow to it, it bounces in a different way, something like that.
The teams that are really, really good automatically adjust,
actually without thinking but almost without any hesitation at all.
There's almost no timeline between something strange happening
and then flowing to the right place to be when that happens.
Why this becomes an advantage is, even if you're slightly faster,
someone who's out of position for even an instant, opens up a
passing lane and an open passing lane leads to a breakaway, a
breakaway leads to a goal. You know, if you think of the old, the
NBL Lakers, Magic and Worthy and so on, were fast-breaking like
crazy. Those guys could turn an opportunity from nothing into
two points just like that.
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I think the analogy is really clear that with teams, the ability to
turn as a unit starts to become the really, really big thing.
Joe: When I look at something such as pair-programming. I've
talked to some other people about the collaboration and how you
can instantly have quality built in the more collaboration you
have, because of the fact that you have that feedback, that
instant feedback, where you're sitting there with that decision
you make and you're not waiting for feedback, let's say from a
customer out there, you're getting it from the person right next
to you.
Terrance: Well, that's right. As a matter of fact one of my
favorite teams here at Pfizer, they felt that their inclusion of new
data from outside, as well as their ability to share information
inside, was too slow. So they would digest the paper -- a new
paper would come out in one of these major scientific journals. It
would take a couple of weeks and then it would get into the
mainstream of how they were thinking and then they would have
a new direction come out. Imagine that's a couple of weeks
where you're doing the wrong thing or you could be doing the
wrong thing. You could be spending a couple of weeks of research
effort against something that's going to turn out to be not
valuable and you could have known it two weeks prior.
This team thought about that problem for that exact reason and
was able to put in place something where from the time of
publication to the time that they changed their strategy and
incorporated it within the group, was less than two hours. The
absorption of it….
Joe: That turns into a pretty significant advantage.
Terrance: Oh, you have no idea. But that was just the start of
it. So, you think about that and you start thinking "OK, what else
did they need to do?" So I would be in these meetings and
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someone would suggest "You know, we need this data analyzed
so that we can make this decision." Nobody requested a person
to do it, but 20 minutes later it's in everybody's email inbox. It
would just appear. This is exactly the same thing as the Magic’s
and the Worthy's, right?
These guys just know. Somebody just knew who the right person
was to do it. They knew exactly who it needed to be provided to
and they knew exactly what the content was that needed to
happen. They developed that sense amongst themselves. Once
you do that, you cannot operate any faster than that.
Joe: I think that also comes from is that you follow a particular
pattern. Because, again what we go back to, if that 80%, 90%
you're doing in a structured way what you normally do, the lanes
that you take down to court, people adjust to that and they know
where you are and it looks all instinctively, but it's a pattern that
you've developed over years sometimes. That makes it easy for
the other person to recognize without even looking where you're
at.
Terrance: Right. This is a great case in point. If you remember
any of Magic's early time in the NBA or occasionally in the NBA All
Star game, people who haven't played with him before, when
he's got the ball coming up the court, they wouldn't be paying full
attention. I saw him actually hit some other players in the head
with the ball on a no-look pass, because they weren't expecting
it. It's not that the pass wasn't the right place at the right time to
the right person, but they hadn't developed that communication
to know that Magic was going to do that kind of thing.
Joe: His orientation on a basketball court was superior of where
people would be at, what positions they would be in. It goes back
to that orientation of your surrounding areas of that you’re doing
it in business, you're -- I'm going to take this from a marketing
spin a little bit -- your orientation within a market. If you truly
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understand where you position yourself in that market, that
makes life a lot easier, doesn't it?
Terrance: Absolutely. If you have a really embedded feel for the
playing field and how people move within it, then you spend
almost no time thinking about the playing field. You start thinking
about other things, like how are people lined up, where are the
breaks that are occurring, where are the breakdowns of the
opponent. You start thinking about more strategically more
important things that you can then capitalize on. The example
that I have from motorcycle racing is that, when you're first
starting to learn how to ride a given track, but how to ride as a
racer, you spend almost all of your time trying to figure out
braking points and turning points. You're spending all this time on
the mechanical stuff.
After you've gotten enough of that into yourself, you start
spending more of your time on other things that are much more
subtle, but make all the difference in your ability to get ahead of
your opponent. Same thing is true in just about every aspect of
life.
Joe: Where do you think Boyd was trying to take the
OODA-loop? Do you think he had more he wanted to do to it
when he died? Do you think it was open-ended on purpose, that
he just kind of left it there, and went away from it?
Terrance: Boyd specifically did not write a book. There's no
doubt he would be capable of it. As a matter of fact, he wrote a
book on air combat maneuvering that has not since been
updated. That was in the 1950s. He didn't believe that the theory
should stop in this area, and I'm going to say in fast learning,
but, you've got to take him beyond the OODA-loop at the point
where you start talking about that. Because he wanted to think
about, how do you create environments in which people succeed?
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OODA is a portion of that, you can interpret a lot, but, really,
OODA's just a portion of that.
How do you create environments in which our Army, of course he
was working with the US military, will always succeed and cannot
fail. That's a tall order. But it requires an awful lot of study of an
awful lot of different things. And the reason, I think that you
would find -- and I don't know this for a fact because, of course, I
never talked to him -- would be that if you looked at things that
people have written down, people tend to codify that as the
answer.
In the Lean community, you can easily look to a couple of
seminal works and see where people have stopped thinking
beyond those things. He never wanted that to happen. He didn't
want it to just be the OODA-loop, or just be what Boyd thought
he wanted people to continue progressing this.
I think that comes from his studies. He read something like
30,000 books, some seriously ridiculous number. I personally
know a person who's read about 10% of the library that he
donated on passing. It was thousands of books, that. So it's a
pretty impressive piece of work that he did.
Joe: He sounds like a guy that could have tested a Kindle's
capacity?
Terrance: Blown it up. From that, you know, you just can't -- if
you've seen it before, you've seen people take concepts and lock
them in. If you've seen that, you can't let that happen to your
own work.
Joe: You felt that it was a continuous involvement, his learning.
When was the OODA-loop actually created?
Terrance: I'm not sure when he finalized it, or whether it was
ever quite finalized, which gets back to your comment before. But
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I think he had the nascent ideas of that in the 1950s, when he
was flying. I think it came into real strong existence and
understanding in his work, when he started building strategy in
the '70s, and when he started really presenting it in the 1980s.
So the military reform movement, he was a very big proponent
of, and component of. I think it was really starting to gell very
tightly by then.
Joe: Do you think the OODA-loop is going to stay as popular as
it is now in certain circles? Do you think it's going to be expanded
on? Is someone going to carry the torch?
Terrance: I don't know. I think the OODA-loop itself is probably
as baked as it needs to be. What I think is going to happen is that
people will expand on the thought processes surrounding the
OODA-loop, of which there is quite a bit, by the way. But the
thought process is around how you create environments in which
people can quickly re-orient themselves. How can they re-frame
their thought processes? How can they see their thought
processes, and find the ones that aren't working and throw those
out and try new ones?
There's an awful lot of study left to go in that. There's an awful
lot of work that's out there already, which is a lot of what Boyd
read. But there's just such a tremendous body of experimental
work to do yet, and I think that's where people like me, you, and
others in the Lean community come in. In essence, we're doing
some of that work. It's not specifically Boydian, but it's certainly
the same ideas. How can you better improve a company's ability
to adapt to a changing environment?
Joe: I think those are pretty big questions, probably bigger than
me when you go through that. But it does seem that when you
look at that and we start using words as mental models, - and a
company's mental model of their environment - as things are
changing here, we have to adjust very quickly to our
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surroundings to be able to succeed anymore. I think that's really
what a lot of this is about.
Terrance: Absolutely. It gets nothing but faster. And if anybody
imagines that things are going to be slower or easier because
China has suddenly come on board, they're really in a tough
place. But I don't think anybody believes that. I think we really
are now learning how to adapt more as industries, let's put it that
way, as companies. But I think that's going to accelerate, and I
think there's just nothing but tremendous upside to companies
doing that.
Joe: Well you had mentioned to me if I wanted to read more
about Boyd to read Frans Osinga's book "Science, Strategy and
War." I got that book after you said that and I have not finished
it. I'll say this, it's not one of those books that I could sit down
and read cover to cover in one sitting.
Terrance: I'll tell you I didn't find that a particularly easy read.
It's clear. It's a clearly written book, but man, it is hard slogging.
It gets into the theories that Boyd used to create his thought
processes.
Joe: One of the things he mentioned in there is what he called
the 'strategic game' as one of interaction and isolation. Can you
expand on that just a little bit for me?
Terrance: Yeah, all his stuff is so fascinating: Interaction and
isolation. If you become isolated, your orientation will lock, or it
will slow down really dramatically. In war, the whole idea behind
winning without firing a shot is to isolate those people from what
they're external world is telling them. That's why people make
fog in war, that's why they shoot warning shots, and that's why
they do all these kinds of things. Even if you don't do anything
else, you isolate them so that those people can no longer make
sense of the world around them. If you put a person in a
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box, - solitary confinement - people go crazy in solitary
confinement.
Why, because they've lost touch with the outside world. Their
orientation stops working, and they can no longer grow in
themselves. You can do the same thing to a company. You can do
the same thing to a government. You can do the same thing to
just about anything.
So what you really want to do is create the ability in interact
yourself with as wide a number of people, with as wide a number
of experiences as you can, and you'll never be isolated. Where,
your opponent, assuming you're in a competitive situation, will
likely be more isolated, and more so, as they do things that are
inconsistent with their surroundings. Why is this useful if you're
doing Lean?
If you've got a strategy to install Lean in an area where there's
significant resistance, why go after the resistance? That's attrition
warfare. That's really going after the stuff that people want you
to go after. Go after the stuff that's easy to go after and move
that, and then isolate those areas of resistance.
Don't fight them; just isolate them. After a while, when all this
good comes from Lean, it almost invariably happens that people
are going faster, and they're happier. You've got pole systems
that are getting things through cheaper and more effectively.
What will happen is the naysayer's will either collapse because
they've lost touch with the rest of the world or, frankly, they'll
find themselves on the out.
Joe: The analogy, again, I go to the marketplace of a business
outside of an organization is as you gather more market share
that's kind of how an idea takes off, how a let's say a YouTube
turns into a movie thing from being a dating service, is that as
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they develop that and they interact and create the interaction of
it, the other ones that were putting movies on the web became
less and less, and they became the dominant player. With that
interaction and I can relate a little bit to the Internet world of how
companies grow and how others get isolated and fail. I mean,
when I'm looking at the different social medias like we talked
about, a Facebook type thing, when they were growing as a
college network, they weren't the only ones doing the same thing
at that point in time, but they were able to take their interaction
to different colleges and grow it and the other ones just became
isolated and fatally succumbed to what the dominant player was.
Terrance: That's right. This goes back to not just those Internet
companies, but any company that's really interacting with the
outside world is going to find things that other companies will
not. If you've got your engineering out there and you're not
afraid to have those engineers out there -- scientists, what have
you -- if you feel like your sales people are the only people who
can be trusted to talk to the outside world, you just won't get
that unbelievable set of opportunities that more eyes, different
kinds of eyes can have when they interact with the outside world.
Does that make sense?
Joe: It does, because one of the things I've talked about a lot
and I haven't been able to -- that I'm really looking forward to
talking to someone on my podcast sometimes, here's a plug to
get someone on here, but sales is no longer a single event. It
needs to be a team and a collaborative event with your
customers. And I'm not sure, I think companies are doing that
now whereas in the '60s and the '70s and maybe even the '80s, it
always seemed you had that great sales guy out there that was
driven and was closing sales, your closers and stuff. But I look at
sales as a team environment, a team game now, which kind of
goes back to what we're talking about here.
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Terrance: Well, I think it's even gone beyond that. If you think
about the sects of social media, your sales people are people that
aren't even associated with product. People are telling other
people about your company all the time. They're doing it on
Facebook, they're doing it in other social media outlets. If they're
saying great things about your company, other people are going
to be coming to you that you had no idea existed, right?
Interestingly enough, I was talking with somebody at the Front
End of Innovation Conference not so long ago and they were
working with Intuit. They had what they called a lab website.
They've got these Google labs and stuff like that. They had one
as well.
They had people who would come up to them and volunteer to do
stuff for them that would come up with new product ideas that
would actually work on them from outside the company.
This is where that interaction turns -- and I'm not saying this is
the only example, there's probably millions and millions of ways
of thinking about this -- but that interaction created for Intuit,
and no doubt Google and all these other companies, just such
opportunity that they would never have been able to pursue,
identify, think about. They just didn't have the time and wow,
what an opportunity there.
Joe: Speaking of interaction, there's a Boyd symposium October
15th and 16th, I believe.
Speaker: Yeah, it's down in Quantico at the base there, the
Marine base. There's a guy by the name of Stanton Coerr. He's
running it. The cost is pretty small as in zero. If you get in touch
with him, they may still even be looking for speakers. They've got
two days. The last one I went to was three years ago, which
might have been the first and only, I don't know, but it had really
interesting talks. A lot of it was military there, but I'm going to be
talking, some other people are going to be talking.
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I'll be talking about R & D and how you think about Boydian stuff
and R & D. Somebody's going to be talking about business
strategies, someone's going to be talking about how it works in
general business operations. It's really expanding, to your point.
The OODA-loop is getting out the way Boyd thought is getting
out.
Joe: You're also presenting at the Management Roundtable, too?
Terrance: I do a course, it's been about annually, but this is a
little sooner. I've got a course in Lean and R & D, in which an
awful lot of the theories that Boyd presents in his work has been
incorporated. Because Lean and R & D is a fairly new area, and
we're cutting our teeth and we're trying new things, so we've
brought in from all kinds of things like Boyd biology, et cetera, to
really find out how we can move innovation to the next level. Not
two times better, but 10 times better, 50 times better. I'll be
talking about how you can think through those problems and
achieve. So that's with the Management Roundtable, available on
the web.
Joe: You can find that at Roundtable.com.
Terrance: Yes, and that's November 3rd and 4th, in Cambridge,
Massachusetts.
Joe: Also, you're a soon to be an author, right?
Terrance: I hope to be. My publisher is pressuring me, and with
good reason; I've been late. But so many of these things come
up, and you learn, and then you want to rethink. But should be
by the end of this year we'll have a book out on Lean and R&D
with Productivity Press.
Joe: Well, I'll welcome you back to the podcast when your book
publishes so we can talk about that a little bit.
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Terrance: Fantastic. Thank you.
Joe: I think that would be a great subject to have, and I would
like to thank you very much for the conversation. This podcast
will be available on the Business901 site and in the Business901
site iTunes store. So, thank you very much, Terry.
After the podcast, we kept talking and Terry added this
insight:
Terrance: A strategy for implementing Lean. Just think about
the purpose of implementing Lean is to improve the company.
Well, some people might be damaged by that, but you can't
control that. All you can control is how do I get this into the
company the best way that it's possible with the least amount of
damage and the most amount of happiness.
Actually that's the Boydian approach, because his whole point,
and I didn't mention this, but his whole point is that those, you
remember I was telling you about those 30% of wars that are
won by the smaller, presumably weaker opponent?
They're much less damaging. Much less fall-out in the end than
the ones that are just pounded out. So, you look at World War I,
you look at World War II, you look at the Civil War in the United
States, and then you look at the damage from the Gulf Wars.
Very few killed in the Gulf Wars on either side, very few. We're
talking what, dozens in the case of the Allies?
Hundreds and thousands perhaps in the case of the Iraqis, but if
we went at them as they did in World War I, there would have
been hundreds of thousands of Iraqis killed. Which would you
prefer, right? I mean, this is a very positive thing.
In any case, I just think it's one of those unexplored areas. And I
think really, really valuable with internal thoughts within a
company, they think we spend an awful lot of time slugging it
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out. You've heard these same things. You've got to get the CEO
to do your change implementation. The CEO has to do it. Then
it's a "pound it out" against the company's culture. Well, what if
we went with the company's culture? Found the areas where we
could infiltrate and do this, and let the people who aren't
interested collapse on their own.
Why did you assume that top management was the only way to
do this? Why didn't you try another way? I mean, that's really
how fast is your OODA-loop? Look, I started here, so I'm a
management consultant. Well I was originally brought in as a
management consultant within Pfizer, so I've been at McKinsey
awhile, but I started with the Strategic Management Group as a
strategy person. We went in with an all-day meeting with my
client leadership team and they damn near threw us out
physically. They were just not ready. It took me four years to get
back in to have that same kind of discussion with them - four
years!
I stopped doing that same approach. I started working with
people who were interested. People who were under pressure,
People who, by god, didn't know how they were going to deliver.
We worked with them to solve their problems and you know what
happened then. You talk about your social network; those guys
go and tell other people, those guys tell other people, and pretty
soon your phones are ringing off the hook.
Well, I didn't do this on purpose. This is not the way I envisioned
it, but, boy, it's certainly better than I would have, it's far better
than had they actually thought it was a good idea and
acquiesced. Because I would never have learned this and I would
never have gotten nearly this far in this company. I mean,
personally, in terms of Lean. Never would have gotten anywhere
near the impact we've had. It's amazing!
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Joe: It is amazing. The typical excuse is always the buy-in of
management.
Terrance: Right. Which begs the question? I think this is a very
interesting point and I think this would be something Boyd would
talk about as well. Ideas come from all over in an organization, in
a community. The CEO cannot hold all of those ideas in their
mind any more than we have the correct orientation. There is no
correct orientation. It's just ours and some parts that are more
wrong than others, but we need to find those as fast as we can.
Now, if you think that somehow the CEO is going to find Lean the
best thing in the universe and then take that up as their cause,
why would we imagine that. They've got other stuff on their plate
too, right?
So if you think back about Boyd, Boyd started in the Air Force.
The Air Force to this day hates him. Boyd, however, found other
people along the way, and the military training doctrine of the
Marine Corp is actually built on Boydian thought because he
influenced those folks, and those folks were able to start talking
to the right people and they did get the senior leadership
on-board, the commandant of the Marine Corp.
Then it spreads out from there, then it spreads out from there,
and now you and I are talking about it. The thing that's really
fascinating about that is, that's not going at the top guy first,
that's going at wherever you can go.
The thing that Boyd did, I know he read the Dao and read Daoist
stuff. But what they talk about in the Dao is really, the only thing
you can change is yourself, and the only thing you can really
change is your ideas. If you want to change the world, you
change it by doing one step.
Anywhere that you change, will change the rest of the world a
little bit. All you have to do is change it a little bit here, change it
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a little bit there and then suddenly you'll find something that
changes it non-linearly and you cannot predict what that might
be.
So, let's go back to Toyota. If you think about how Toyota started
with Lean, you've got this guy, Ono, in this machine shop and
he's doing these crazy other ways of doing business. Everyone
else is thinking Ford, Ford and Ford. Suddenly Toyota gets in this
really bad jam. They have to layoff: 15%, 20% of their
employees. They have to bow before the banks and the
Government just to stay alive.
Suddenly Ono's work prior just was crazy stuff, now is the way
the company will be saved. Then suddenly you go from this small
idea to something that is absorbed instantly through the rest of
the company, the rest of the company just starts absorbing these
ideas ding, ding, ding, because it suddenly is part of their
success.
If you can find the cultural levers that are aligned with Lean that
absorb ideas into your company, you won't need to go force
anything. It'll pull it in whether you want it too or not. You won't
even be able to stop it.
That's the kind of thing that we've been thinking about. How can
we do this with people? How can we do this with divisions? How
can we do this with entire companies? It's fascinating because I
think there are ways consistent with what Boyd taught. It's not
the same but, I think there are ways that companies can
boot-strap the stuff. I don't mean to say it's a grass-roots or
bottom-up, it's a whatever it is that gets into their cultural
system. It'll absorb it very quickly and spread. How can we do
that with Lean?
Applying the OODA Loop to Lean
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31. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Joseph T. Dager
Lean Six Sigma Black Belt
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say: In the past 20 years, Joe and I
have collaborated on many difficult issues. Joe's
ability to combine his expertise with "out of the
box" thinking is unsurpassed. He has always
delivered quickly, cost effectively and with ingenuity. A brilliant mind that is
always a pleasure to work with." James R.
Joe Dager is President of Business901, a progressive company providing
direction in areas such as Lean Marketing, Product Marketing, Product
Launches and Re-Launches. As a Lean Six Sigma Black Belt,
Business901 provides and implements marketing, project and performance
planning methodologies in small businesses. The simplicity of a single
flexible model will create clarity for your staff and as a result better
execution. My goal is to allow you spend your time on the need versus the
plan.
An example of how we may work: Business901 could start with a
consulting style utilizing an individual from your organization or a virtual
assistance that is well versed in our principles. We have capabilities to
plug virtually any marketing function into your process immediately. As
proficiencies develop, Business901 moves into a coach’s role supporting the
process as needed. The goal of implementing a system is that the processes
will become a habit and not an event.
Business901 Podcast Opportunity Expert Status
Applying the OODA Loop to Lean
Copyright Business901