Black Swans 3

© Totally Optimized Projects 2015
Building more flexible and adaptive
organisations: Risk, resilience and
execution

Conclusion: To be resilient you have to be
excellent at executing change
1. Understand and then apply the concept of Path Dependency to understand what
has to occur for your organisation [1] to work “just right” and thus what you must do
to become
– more inherently resilient to disruptive events and also
– responsively resilient and able to recover should one occur
2. Shift the management style to be Outcomes driven to drive processes
“what are we really trying to achieve here” then drives the thinking through the
process - “this is how we do it”
1. Use Outcomes-based planning techniques to define the implementation plans to
remediate fragile points and also to build resilience
1. Shift from Tacit knowledge to Codified knowledge (but with a clear understanding
that mental models have limitations)
[1] Or the stakeholders that you serve

Black Swans – impossible to predict?
“Black Swan is used to refer to very low probability and high
consequence events that are difficult to predict or prevent and can result
in truly catastrophic outcomes”
We may not be able to predict the trigger event…
But
The consequences and implications are (too) often predictable
IF we have the thinking techniques and take the time to think
things through…

Path Dependency – a concept ‘tacitly’ known by
everyone
The formal and informal definitions of Path Dependency
Path Dependence
“explains how the set of decisions and options possible at any
point and for any given circumstance is limited by the decisions
one has made in the past, even though past circumstances may no
longer be relevant.”
http://en.wikipedia.org/wiki/Path_dependence
That Famous Irish Joke
A tourist asks one of the locals for directions to Dublin.
The Irishman replies: ‘Well Sir, if I were you, I wouldn’t be
starting from here’

Define what the organisation looks like when it’s
working “just right” - Desired Outcomes
When executing a project or strategy, Desired Business Outcome statements
describe where you are going and what you are trying to achieve!
“clear specific measureable statements which describe everything that is
important in the future business-as-usual end-states when everything is
working just right”
Example Desired Business Outcome statements
Desired Outcome Statements
 Our Customers orders are correct with the right stock
item, quantity and price, based on a shared
synchronised price catalogue
 Customer Claims/returns result from physical damage
only, i.e. claims for incorrect product, wrong quantity,
obsolete stock or other errors disappear
 We can track an order through all steps between the
customer and us, from order issue to order payment
The starting point
• Streamlined order invoicing processes
end-to-end
• Ability to track action and reduce claims
• Ability to track order and payment
status at all times
An example from a B2B project

8. Enterprise IS Strategy
implement Geographic
Load Balancing between
the two data data
centres
(Planned Delivery 2012)
1a. The EIS ICG
Rolling Capacity
Business case
delivers additional
hardware capacity
required for EMS
virtualisation into
Virtual Machine Farm
Outcomes delivered by the separate
project “Enterprise IS Strategy” are
shown (in green)
4. We operate with full
BUSINESS CONTINUITY for
ENHANCED MAPPING SERVICE,
consistent with its importance
as our key strategic business, by
implementing Automatic
Failover, which distributes the
load 1 to 1 between the 2 data
centres and requires no manual
intervention when a disaster
occurs.
Case Example |
Enhanced Mapping
Services - Disaster
Recovery Project
5a. Supplement the
existing dedicated EMS
hardware with new
physical hardware in DR
5b. Or
Create supplementary
hardware as ”Virtual”
in DR only.
8. We have asleep-on-the-
couch DR using virtualised
staging which needs
periodic disaster testing.
(another dead end!)
6. We duplicate the
existing hardware
environment to
create the DR site.
These “dead-end” paths (in brown)
were assessed and rejected in the
EMS-DR Feasibility
7. We replace the existing
EOL hardware in 2 years (a
dead End!)
2. ENHANCED MAPPING SERVICE
is re-factored from physical
dedicated hardware to
virtualised hardware
environment in the VM
farm. EMS load capacity
flexes to meet traffic
demand.
OR
1b. This Project
contributes any new
hardware needed for
EMS-DR to the Virtual
Machine Farm
0. The completed Proof of
Concept for Virtual DR
approach provides a clear
understanding of hardware
capacity needs for EMS-DR and
the changes required to
software components for the
new platform
3 ENHANCED MAPPING SERVICE
operates with DISASTER
RECOVERY through ACTIVE-
ACTIVE Load distribution,
where the LIVE data centre
and Disaster Recovery
centre are both active all
the time, sharing the load
on a ratio of 5 to 1.
EMS-DR Project
Outcomes are shown (in
blue)
When you link outcomes in a path dependency
roadmap you can easily see how to get ‘there’
from ‘here’

The detailed roadmap narrative “joins the dots”
“We need to move from dedicated physical hardware to Virtualisation (see Outcome 2
on the roadmap)
Currently, the Enhanced Mapping Service is hosted on physical hardware in Production.
By contrast, the selected solution uses virtual hardware in both the Production and DR
data centres. This yields two immediate benefits.
– It provides costs savings over having duplicated infrastructure because hardware
utilisation can be managed much more effectively.
– It allows EMS capacity to be quickly scaled up (or down) according to changes in
demand.
Virtualisation has numerous other widely understood cost and speed-to-market benefits
(refer “Sensis Online VMWare Benefits 1.0.ppt” document – attached). The use of
virtualisation in this project aligns EMS with this IT strategy for faster-better-cheaper
delivery.
One consequence of moving to a virtualised, Active-Active environment is that some EMS
components need to be modified or replaced to operate in a distributed manner across
data centres.”
Case Example | Enhanced Mapping Service Disaster Recovery

Once you know where you are going and the
path dependency you then have a choice
You can avoid this …

Desired Outcomes
Where are we going
What are we trying to
achieve
Current
State
Prepare
Activities
Implement
Activities
Clarify
Activities
Sustain
Activities
Desired
Outcome
Current state
Where are we now
What do we need to
discover?
What don’t we know
What do we need to
do?
To get ready and then
implement
How do we make it
sticky?
Make it sustainable
and deliver benefits
By systematically planning how to get to where
you want to go
The TOP® Change Identification Framework
Desired Risk
Outcome
Current
Risk level

An Outcomes Roadmap can show you where you are
vulnerable (or how to fix things when they break)
Major new systems were installed in Oct 2012 “broke” the organisation
“There is significant rework through out the system as the business change process was not
done prior to the system being introduced so jobs/ processes/ new system do not align”
“We made a conscious decision to “ram the system in” but now we must do roles and
processes now and identify where the system was poorly designed”
“The new systems have “broken” the links to the old processes”
“Different screens/ systems show different numbers for the same data”
“Scale of problem not certain – may be large or minor to fix. We don’t know”
“Spatial/ Maximo/ Fixed Asset register data is not up to date or correct so planning is dodgy
and in-field staff have to visit sites so that they can plan jobs”
“Systems Operators work in an environment of info vacuum, with “occasional rumors of myths
that may or may not reflect truth”
An Electricity Utility Case Study

In three weeks we got from confusion to clarity
An Electricity Utility Case study
15 Deliver Asset life
As targeted
24 Relate to
Regulator
Expectations
Transparency
Control
2 Update Transactions
(costs/ work/
performance)
Timely, Accurate,
Complete, “Granular “
20 Manage
Contractors
Quality, Control,
professional
relationship,
4 Plan Maintenance
80% planned
Cost Standards
Parts available
Repair or replace
16 Reduce Failures
Rates
Reduce by
maintenance
To target
Repairs costs
17 Capture
Field Field
Update
8 Build
workforce/ Staff
Accountable, Skilled,
Motivated
5 Access Parts / Stores
Stocked to service levels
Available JIT
Known Lead times
Current (cf obsolete)
3 Monitor Plant
Info
Failure mode, Failure
history, Repair
history, Bill of
materials
6 Control
Maintenance costs
Industry benchmarks
25 Relate to
Government/
Owner
Funding
Political
26 Serve
Customer
Available
Reliable
9 Work on/to
Processes
Simplified, Workflowed,
Automated, Known
status
21 Control
Contracts
Variations, Control,
Known Stage and
status
12 Control Finances
Budget availble/
Spent /Committed
Accurate, Complete
AMC BENEFITS REALISATION DRAFT OUTCOMES ROADMAP V1
10 Align to Policies &
Principles
Operational, Risk, Service
levels
22 Control Asset
cost
TOC
Depreciation
11 Control/ Manage
Risks
Safety
Tradeoffs
Types
7 Deliver Maintenance
Needed info
Parts available
All Resources (eg cranes)
18 Control
Outages
Planned
Shortest possible
Capacity avail
14 Plan
Strategy /
Capital
Next year and
5,10 20 years
Asset info
13 Budget Costs
Next year and
5,10 20 years out
Cost info
1 Enable the “Single
source of truth” in
linked capable
Systems
Maximo, Decko, FMS
19 Generate
Power /Water/
remove waste
Operate
Produce operational
info
23 Receive
Tariffs

Twenty seven senior managers knew what they
were trying to achieve
2.0 AMC has accessible accurate asset information
A self-reinforcing self-sustaining cycle of continuously improving Asset Information, trusted and accurate to known
confidence levels enables all other core processes in AMC
3. Asset Management & Planning
7 Serve the stakeholders
4. Asset Operations
6 Financial Management
2 Trusted information
5. Workforce Enablement
1 Process Simplification
4.2 Optimise Asset life
AMC maintains sufficient capacity to meet
supply demand and standby requirements while
maintaining maintenance requirements to
achieve targeted machine life and budgeted
operating efficiencies
7.2 Engage with Regulator /Government
The Regulator, Board and Executive have
visibility of expenditure and its justification.
Tariffs align to costs. Funding available to AMC
aligns with that needed for investment to meet
service delivery standards.
2.1 Capture Network Activity/Changes
Accurate capital, repair and maintenance financial
costs (including labour, parts, material and travel
costs) and asset information (location attributes,
performance and financial) are captured
accurately, easily and in a timely manner, against
each asset
5.2 Manage Contractors
Contractor performance is managed, monitored and
measured.
3.3 Plan Maintenance/ Renewal
Maintenance work is planned to targets for: cost -
within industry benchmarks and corporate
standards/expectations; failures - within
acceptable rates; time – to minimise both outages
& proportion of unplanned maintenance. Field
crew and resource information held in the system
is used to schedule and resource jobs
5.1 Enable the workforce
All AMC staff are trained, skilled, motivated & supported
by clear job roles, accurate asset/ financial information,
tools and documented processes. All staff are
accountable do their jobs safely, efficiently and cost-
effectively. All staff focus on achieving outcomes to meet
business objectives and customer service requirements -
rather than just ‘doing the job’.
3.4 Manage Materials
Stores stock levels/ turnover are maintained to
plan to ensure parts/ assets are available as
required. AMC stores provide parts JIT. The
purchasing system ensures required parts and
materials resources are acquired with minimum
human intervention, is efficient and easy for staff
to use.
3.1 Capture Asset Information
A full accurate history for each asset/type tracks
performance, cost of operation and servicing is
captured to identify failing/ cost blowouts/ end of
life assets.
The asset system contains accurate up-to-date
bills of materials linked to the plant’s location so
that it can produce accurate forecasts of
maintenance, planned outages and correct parts
3.2 Manage Assets
Asset performance (costs, failure mode) is
benchmarked against an established structured
Asset Management Framework (SAPs and AMPs)
at BU level that identify asset performance targets
for each asset type & level. Asset strategies are
planned & implemented based on each asset’s
condition, failure record and overall performance.
7.1 Serve Customer
We consistently meet our customers’
expectations and track and measure our
compliance with our commitments and agreed
service standards.
1.1 Simplify The Processes
All key processes (e.g. new works commissioning)
are simplified and fully documented across all
AMC areas with supporting policies and
principles.
5.3 Manage Contracts & Projects
Projects are designed and defined to minimise contract
variations. Contract variations (positive and negative) are
managed, tracked, and analysed to meet corporate
guidelines and policies. Contractor (and other) invoices
are charged to the correct projects/programs and are
paid within terms.
6.2 Control Finances
The current financial status of any job is readily
available. Projects and Work Order budgets,
commitments and actuals are reconciled in all
systems and are visible, tracked and reported.
Project managers have full and timely visibility of
the status and costs of their capital delivery
projects. Managers manage & improve their
area’s performance, supported by timely
accessible reporting and resources.
AMC | DRAFT OUTCOMES DEPENDENCY ROADMAP V11 21 DEC 2012
1.2 Manage The Risks
The relationship between operational service, risk
and the budget is well defined, communicated and
understood at all levels of the organization.
AMC’s safety culture is promoted and enforced to
both minimize the threat of danger and injury and
ensure safety is valued in competitive bids.
3.5 Deliver Maintenance/ Renewal
Scheduled maintenance works progress without
delays, with the right personnel, parts, materials &
tools available, to achieve targeted machine life
and budgeted operating efficiencies. Staff are
knowledgeable about the assets, have accurate
up-to-date relevant asset information and can do
their jobs without rework to ensure ‘fixed’ assets
stay fixed.
4.1 Control Outages
Outage performance is managed within target
levels. There are no disruptions to supply
caused by avoidable or predictable asset
failures
6.3 Plan Asset / Financial/ Capital Strategy
Maintenance and capex strategies are planned
5 years in advance to allow good operational
“useability” & the most efficient allocation of
resource – taking into account changes in
technology, workplace environment and
stakeholder expectations
2.2 Enable The Single Source Of Truth
The IT systems systems (Maximo, Dekho & FMS
software & hardware) are responsive, meet
system performance targets and enable trusted
accurate asset information to be recorded and
fully maintained for the asset at the correct level
required by AMC & the Regulator.
4.3 Generate/ Supply - Power, Water,
Sewerage
Systems operations and system control centre
are able to take optimum operational decisions,
using to accurate up-to-date data on plant and
the system’s condition/location/ configuration/
ratings and history to achieve effective utilisation
of network and generation plant – ie budgeted
life & budgeted fuel efficiency. Data capture
imposes as low a task burden as possible.
6.1 Receive Revenue/ Tariffs
All Regulator allowed alternatives services are
fully billed on time to maximize our available
revenue sources. Investment is planned to
optimise Tariff recoveries
And therefore how to fix the
organisation - a shift from
‘tacit’ to ‘codified’ knowledge
An
important
transferable
lesson
this was what
“broke” this
organisation

Codified in written form
THE VALUE EQUATION PROCESS PROJECT NAME: AMC BENEFITS REALISATION DEC 2012
©TOP 2012 AMC Benefits draft report v7 A3.docx Page 14 of 45
8 OUTCOMES, BENEFITS, CHANGE ACTIVITIES
What is the Desired Outcome?
2.2 Enable The Single Source Of Truth
The IT systems (Maximo, Dekho & FMS software & hardware) are responsive, meet system performance targets and
enable trusted accurate asset information to be recorded and fully maintained for the asset at the correct level required by
PWC & the Regulator.
What is the Current state?
- Need to extract info from 3 IT systems to get a consolidated view of the projects and programs
- Maximo has duplicate or missing data therefore users don’t feel that the numbers can be trusted
- Needed reports not yet fully developed
- Different screens/ systems show different numbers for the same data
- Scale of problem not certain – may be large or minor to fix. We don’t know.
- Spatial/ Maximo/ Fixed Asset register data is not up to date or correct so planning is dodgy and in-field staff have to
visit sites so that they can plan jobs
- Systems Operators work in an environment of info vacuum, with “occasional rumours of myths that may or may not
reflect truth”
- Poor response times using system – some users without Licences or needed functionality
Customer Benefits—What will this do for our customers?
Competitive Benefits—How will this make us more competitive?
- Accurate information enables PWC to benchmark correctly against industry/ comparable competitors to identify best
targets for improvement
- Higher quality info allows higher quality project management and lower project delivery costs and lower cost
recovery from customers
Capability Benefits—What capabilities will this enhance/deliver?
- All of the core PWC processes are enabled by accurate information thus
o Improved capability to manage assets
o Improved capability to maintain/ renew assets
o Improved capability to manage materials
o Improved capability to manage contracts/ projects/ contractors
o Improved capability to manage budgets/ expenditure and capital planning/ investment/ spending
Productivity Benefits—How will productivity be increased?
- Reduced waste effort of checking thru improved confidence in system info
- Improved response times to access system
- Improved user satisfaction / Morale
- Reduced man hours to produce current reports
Financial Benefits— What Revenue increases/ Cost savings will be achieved
- Reduced staff hours required to access essential information needed to do their jobs
Risks—What real risks will be avoided or mitigated?
- Reduce risk that PWC makes poor operational and strategic decisions based on lack of information
- Reduced risk that PWC management reduced to fire fighting problems rather than running the business through lack
of access to trusted information
- Reduced rick of operational management errors because we are “Flying blind”
How do we get there? What change activities must be undertaken?
Current State Clarify Prepare Implement Sustain
Link the systems and
reconcile the data
- Need to extract info from 3
IT systems to get a
consolidated view of the
projects and programs
- Maximo has duplicate or
missing data therefore
users don’t feel that the
numbers can be trusted
- Needed reports not yet fully
developed
- Different screens/ systems
show different numbers for
- Agree Maximo is to be
the primary source of
Asset data
- Define the dimensions of
information problem
- Determine which
information CAN be
trusted
- Determine reasons for
discrepancies between
systems for same data
- Assess the automated
linkages between all
systems: Adequate?
- Develop approach to fixing
information errors and
inconsistencies:
Manual (A), Automated
tool (B), site visit require
(C)
- Develop project plan for
fixing (A), (B) and (C)
errors
- Reconcile information with
- Introduce ISR process for
reporting and fixing
information errors when
noted.
- Develop recon/ processes
to ensure that the data is
improved over time
THE VALUE EQUATION PROCESS PROJECT NAME: AMC BENEFITS REALISATION DEC 2012
©TOP 2012 AMC Benefits draft report v7 A3.docx Page 15 of 45
the same data
- Scale of problems with data
accuracy not certain – may
be large or not and may
require large effort or not to
fix. We don’t know.
- Systems Operators work in
an environment of info
vacuum, with “occasional
rumours of myths that may
or may not reflect truth”
Functional? Complete?
- Identify all sources of
trusted information not
based in system (e.g.
Spread sheet based
registers)
other known information
source
- Develop tool to enable
data to be compared and
corrected (e.g. merge
screen to retrieve data
from 3 systems and
replace correct data with
audit trail)
- Implement planned
approach to add missing
data, reconcile systems,
and correct data errors
- Mark records as “trusted”
-
Implement “trusted record”
status
- When looking at a record
staff have no easy way to
know they can trust data
(especially a problem in
current environment)
- Investigate best way to
highlight a “trusted”
record
-
- Develop process for staff
to flag records as “not
trusted” where they find
errors
- Develop process to flag
“trusted” record as errors
are fixed
-
- Track statistics for records
moved to “trusted” status
- Report statistic for
tracking updates to
“trusted status”
- Track reasons where
records have moved from
trusted to untrusted to
determine corrective
action
Provide access all the
information fields needed
- Collate (via workshop
sessions and output
from Simply The
Processes) that system
has all the data fields
needed
- Investigate whether
Maximo (and systems) is
configured / populated
with all needed data for
processes and reporting
- Investigate needed
reports and whether info
is there to produce
- Investigate whether staff
can be taught to
define/develop own
custom reports
- Check whether fields can
be populated from other
systems (spread sheets)
or if they require
ongoing/ manual entry
- Determine if auto
interfaces are need to
ripple data to all systems
- Develop list of configurable
fields to add (with entry
rules)
- Develop load processes for
additional data
- Develop auto interfaces to
keep systems synced (or
get working properly)
- Develop reconciliation
reports which highlight
errors / inconsistencies on
continuing basis
- Add new configured fields
for reporting needs
- Add fields into Maximo for
Project Managers to enter
project progress info into
Maximo which can be
extracted to a complete
report
- Develop reports (or train
managers to develop their
own)
- Monitor field are working
as users need
- Respond as needed to
support managers
developing own reports
Collect site data where
needed
- Spatial/ Maximo/ Fixed
Asset register data is not up
to date or correct so
planning is dodgy and in-
field staff have to visit sites
so that they can plan jobs
- Identify list of assets
(80/20) where site visits
are required
- Identify whether site
visits can update data
“in the field” e.g. using
iPad type tools or App
- Plan program of site visits
- Build “in the field” tool or
App for loading site data
- Undertake site visits /
collect and update data
- Track site visits progress
- Track “trusted records”
progress for site visits
-
Fix response times
- Poor response times using
system – some users
without Licences or needed
functionality
- Determine reasons for
poor response
- Develop approach to
improve response times
- Implement fixes – e.g.
improved hardware /
software optimisation
-
- Monitor user feedback /
ISRs
Fix license access issues - Determine rules for
licenses (i.e. can they be
reallocated if staff leave
or change roles and no
longer need) to ensure
that all staff who need
them have them for
least cost
- Publish license policy and
how to allocate/
reallocated
-
- Rollout license allocation
(reallocation) processes
- Monitor manager feedback
that all is working
correctly.
- Control licence numbers
Fix system faults - Review current
prioritisation of faults list
to see whether is best
order
- Develop dashboard to
highlight fault status
reporting
- Fix faults - Report progress

tacit knowledge
Definition
Unwritten, unspoken, and hidden vast storehouse of
knowledge held by practically every normal human
being, based on his or her emotions, experiences,
insights, intuition, observations and internalized
information.
Tacit knowledge is integral to the entirety of a
person's consciousness, is acquired largely through
association with other people, and requires joint or
shared activities to be imparted from on to another.
Also called informal knowledge.
Read more:
http://www.businessdictionary.com/definition/tacit-
knowledge.html#ixzz3Gpyk6ead
codified knowledge (aka explicit
knowledge)
Definition
Articulated knowledge, expressed and recorded as
words, numbers, codes, mathematical and scientific
formulae, and musical notations.
Explicit knowledge is easy to communicate, store, and
distribute and is the knowledge found in books, on the
web, and other visual and oral means. Opposite of
tacit knowledge.
Read more:
http://www.businessdictionary.com/definition/explicit-
knowledge.html#ixzz3GpzFoSSJ
Codified knowledge enables everyone to be
“on the same page”
Tacit versus Codified knowledge

Outcomes
“what are we really trying to do here”
The Path Dependency
“how are things are linked and interdependent”
Then you will find that people automatically and non-consciously
will do the activities needed
You give people a map and a compass…
If everyone in the organisation has codified
knowledge about

Pay attention to mental models that are used to
codify knowledge
One very famous mental model – “the Quantity Theory of Money”
MV = PT
Where
• M is Money Supply,
• V is Velocity of Circulation,
• P is Price level and
• T is Transactions or Output.
“As monetarists assume that V and T are determined, in the long
run, by real variables, such as the productive capacity of the
economy, there is a direct relationship between the growth of the
money supply and inflation.”

Hmmm – beware! Mental models have limits
Money Velocity is NOT constant!
MV = PT The map is not the territory

When the wheels fall off
1. Codified understanding of Path Dependency will help people focus
step-by-step on what must be done to recover
2. When processes fail under stress, people become (remain) resourceful
if they understand the desired outcomes – “what are we really trying
to achieve here”
1. Outcomes-based planning techniques help think through the
“unthinkable”
1. When knowledge is codified people can act independently but all
head in the same direction

Some thoughts – what can I do next week
1. Shift your own management technique to “posing questions”
2. Start to define your desired outcomes
3. Work out what your path dependency is - the outcomes dependency
roadmap
Three things will make a difference

TOP® Outcomes definition technique
Replace search
platform
Improve relevancy
of TradeDir search
results
Streamline internal
accessibility
Maximise value
derived and
reported to paid
TradeDir digital
advertisersFacilitate third
party access to
business and govt
listings
Replace unix
platform due to
support
Grow usage of
TradeDir & NameDir
listings
Improve advertiser
ROI
Improve user
satisfaction
Improve reportable
advertiser ROI
Across a range of
existing and new
digital devices
Enable TradeDir to
more evenly
distribute search
queries to paying
advertisers
Improve relevancy
score . 75% Improve user satisfaction
scores
- success > 75%
- Found first attempt >
60%
- Match > 80%
Grow by 94.7
million searches
Establish a network
of websites/ apps
which use TradeDir
& TradeDir
More equitable e
share of TradeDir
search queries to
paying advertisers
Provide new
scalable platform
Provide internal
search for
TradeDirOL and
TradeDirMProvide external
API for Bus and
Govt listings
Provide external API for
Bus and Govt listings
Provide publisher support
Develop publisher
incentive payment
Capability
framework/
processes and
resources for
managing SEARCH
“Oracle and Scribe” gets the contents of a brain
on a page

Replace search
platform
Improve relevancy
of TradeDir search
results
Streamline internal
accessibility
Maximise value
derived and
reported to paid
TradeDir digital
advertisers
Facilitate third
party access to
business and govt
listings
Replace unix
platform due to
support
Grow usage of
TradeDir & NameDir
listings
Improve advertiser
ROI
Improve user
satisfaction
Improve reportable
advertiser ROI
Across a range of
existing and new
digital devices
Enable TradeDir to
more evenly
distribute search
queries to paying
advertisers
Improve relevancy
score . 75%
Improve user satisfaction
scores
- success > 75%
- Found first attempt >
60%
- Match > 80%
Grow by 94.7
million searches
Establish a network
of websites/ apps
which use TradeDir
& TradeDir
More equitable
share of TradeDir
search queries to
paying advertisers
Provide new
scalable platform Provide internal
search for
TradeDirOL and
TradeDirM
Provide external
API for Bus and
Govt listings
Provide publisher
support
Develop publisher
incentive payment
Capability
framework/
processes and
resources for
managing SEARCH
Search Relevancy
Hardware / technical
Thirdparty access
User satisfaction Usage
Search Capability Management
Internal access
Distribution of search
Digital interfaces
Publisher use
Advertiser ROI
“Jigsaw Puzzle Sort” untangles and clusters the
ideas

Outcome statements are assembled into a
dependency roadmap – the narrative is used to test it
is correct
Advertisers will see that through
our TradeDirectory Search
Network, we will provide them
with improved quality leads and so
they will be willing to continue to
advertise further in the
TradeDirectory listings.
Users searching for
supplier information
will feel that
TradeDirectory provides
them the most
appropriate and
relevant information
(with satisfaction scores
over 75%) to support
them in selecting a
business to meet their
needs
We will grow usage of
TradeDirectory &
NameDirectory business
listings by making it
easier for 3rd Party
publishers to access our
business listing content
through an easily
accessible API and which
shares revenue to create
incentives to use our
data.
We enhance the
people, tools &
processes used to
measure, monitor, test
so that we are
constantly improve
search capability and
results
We replace an End-of-
Life (EOL) search
platform with one
which a scalable to
increasing volumes
and configurable. The
changeover is a
seamless transition
from old to new for
all our websites &
other 3rd Party users
of our API.
Now we can see clearly – “Why is that important” and “how it all fits together”

To accelerate learning, you can use simple
techniques which increase Brain Plasticity
It takes 21-28 elapsed days to grow new neural connections. You can accelerate the
learning process and the growth of Dendrite Spiny Protuberances by using some simple
techniques.
1 Attention/ Intention
2 Question /Answer
3 Association
4 Repetition
5 Fertilization
6 Modeling
7 Pattern Matching
8 Priming
9 Immersion (Saturation)
These EngineeredThinking™ techniques are embedded in TOP’s tools, techniques and
processes to increase the speed and quality of the ideas developed.

The neuroscience basics—building “vision” and
“expertise”
 Your Brain sees in pictures
 It has Six (6) levels of functioning
One at the Conscious Level
and Five (5) levels of Non Conscious activity
 Your brain is growing new cells and new neural connections all of the time
 Most behavior occurs automatically as a result of the neural connections stored at
the non-conscious levels of the brain.
 ‘Expert’ aka ‘Tacit’ knowledge is also stored at the non-conscious levels of the brain
 All learning involves the growth of new neural connections between the brain cells
— Dendrite Spiny Protuberances (DSPs)
 All the performance characteristics of the brain are physical and changeable — IQ,
creativity, problem solving ability, achievement ability.
The accelerated learning techniques are based on these

Extra thoughts if there is time

A single point of vulnerability - what happens in a
disaster when people no longer have a sense of direction?
It’s not just the Eskimos who have the problem
“The hunter had been leading the way along traditional
routes, guided by the winds, water currents, animal
behaviour, and features such as the uqalurait, snowdrifts
shaped by prevailing winds from the west by northwest.
Like London taxi drivers, Inuit hunters spend years
acquiring the knowledge needed to find their way in
their environment, part of a culture in which “the idea
of being lost or unable to find one’s way is without basis
in experience, language, or understanding—that is, until
recently,”
http://thewalrus.ca/global-impositioning-systems/
What happens when people can’t
find a route away from a bushfire?

It really is that simple

Black Swans 3

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