Michael Dobson (@sidewisethinker), author of Project: Impossible – How the Great Leaders of History Identified, Solved and Accomplished the Seemingly Impossible – and How You Can Too! was my guest last week in the podcast, How do you Handle an Impossible Project? This is a transcription of the podcast.
MICHAEL SINGER DOBSON is a marketing executive, project management consultant and nationally-known speaker. He has been a staff member of the Smithsonian National Air and Space Museum, award-winning game designer, and career counselor in his varied career. My favorite book of Michael’s, out of twenty or so he wrote, is Creative Project Management. You can find Michael on Twitter @sidewisethinker or his main website sidewiseinsights.com
A talk at Webstock 2009 by Nat Torkington. "Join a master of failure on a whirlwind tour of science, computing, and business failures, and discover the secret weapon that is the strategic failure." is how I blurbed it, but the talk itself is more about learning. Watch it, you'll see.
The Strength-Based Track at ASQ Charlotte Annual Convention is using a unique approach that is based on a positive skills framework and a collection of rich and interactive festivities. We have been busy working with the facilitators of the breakouts to provide valuable information. Our goal is to harness not only the knowledge of the facilitators, but to open up a dialog with the conference participants sharing ideas. This variety of perspectives will be captured in the twelve interactive breakouts in a strength-based collaborative style of learning. This is the slide deck for the Positive Team Session.
A talk at Webstock 2009 by Nat Torkington. "Join a master of failure on a whirlwind tour of science, computing, and business failures, and discover the secret weapon that is the strategic failure." is how I blurbed it, but the talk itself is more about learning. Watch it, you'll see.
The Strength-Based Track at ASQ Charlotte Annual Convention is using a unique approach that is based on a positive skills framework and a collection of rich and interactive festivities. We have been busy working with the facilitators of the breakouts to provide valuable information. Our goal is to harness not only the knowledge of the facilitators, but to open up a dialog with the conference participants sharing ideas. This variety of perspectives will be captured in the twelve interactive breakouts in a strength-based collaborative style of learning. This is the slide deck for the Positive Team Session.
This is a transcription of the Business901 Podcast, An Inquiry into the Meaning of Making. Seung Chan Lim, nicknamed Slim discusses his journey and finally his project, Realizing Empathy. Through this project Slim hopes to share ideas, tools, and other ways to facilitate a meaningful, sustainable, and constructive conversations between and among diverse perspectives whether that’s between people or between people and materials or between people and machines by using “making” as the shared metaphor.
Inside the mind of a master procrastinator - Tim Urban67 Golden Rules
So in college, I was a government major, which means I had to write a lot of papers.Now, when a normal student writes a paper,they might spread the work out a little like this.So,you know--
You get started maybe a little slowly,but you get enough done in the first week that,with some heavier days later on, everything gets done,things stay civil.
And I would want to do that like that.That would be the plan. I would have it all ready to go,but then,actually,the paper would come along,and then I would kind of do this.
February 28th cyborg to borg—cont’d, with michael chorostDoug Thompson
Robert Bloomfield welcomes Michael Chorost once again, as his guest on Metanomics. The discussion during Michael’s last visit centered on his book, Re-Built and his experience of receiving a cochlear implant. As a science writer, he knew how the implant worked, yet it was a fascinating journey to share his experience of stepping up to Cyborg status, utilizing lines of code and an implanted physical device to regain the ability to hear. His new book, World Wide Mind has just been released and further explores the integration of humans and machine coupled with the connective potential of the internet. It’s been widely praised in reviews including The New York Times, Wired Magazine, New Scientist, and The L-Magazine. All agree that the science is dazzling, and the interwoven account of his personal journey to become a more complete human, emotionally speaks to how this merge with technology might affect us all.
Click here to watch video http://www.metanomics.net/show/february_28th/
"You and Your Research": Richard W HammingSubhajit Sahu
My notes of this great talk by Prof. Richard Hamming.
Transcription of the Bell Communications Research Colloquium Seminar.
``You and Your Research'', by Richard Hamming, 7 March 1986.
Richard W. Hamming was born February 11, 1915, in Chicago, Illinois. His formal education was marked by the following degrees (all in mathematics): B.S. 1937, University of Chicago; M.A. 1939, University of Nebraska; and Ph.D. 1942, University of Illinois.
Essay on Positive Thinking | Short and Long Essays on Positive Thinking .... ≫ The Power of Positive Thinking: Book Review Free Essay Sample on .... The Power of Positive Thinking PDF Download – EnglishPDF®.
Personal Legend Essay. Legend Essay 2 .docx - RUNNING HEADER: ESSAY ON LEGEND...Theresa Paige
"The Alchemist" Personal Legend - Free Essay Example | PapersOwl.com. Bella's orange juice - personal legend essay. About Me Paper Example Unique Step by Step Essay Examples | Essay .... Fiction writing - how to write a legend | Teaching Resources. Katie - Essays. Speech urban legends Essay Example | StudyHippo.com. Personal legend essay examples Garciamedia.com.. personal legend essay - Bella's orange juice. Personal Legend Essay – Telegraph.
Career Aspirations Essay | Essay on Career Aspirations for Students and .... Surprising Career Aspiration Sample Essay ~ Thatsnotus. 012 Writing Smart Goalss 265254 Career Aspiration Sample Essay ~ Thatsnotus. Amazing Career Aspirations Essay ~ Thatsnotus.
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.
This is a transcription of the Business901 Podcast, An Inquiry into the Meaning of Making. Seung Chan Lim, nicknamed Slim discusses his journey and finally his project, Realizing Empathy. Through this project Slim hopes to share ideas, tools, and other ways to facilitate a meaningful, sustainable, and constructive conversations between and among diverse perspectives whether that’s between people or between people and materials or between people and machines by using “making” as the shared metaphor.
Inside the mind of a master procrastinator - Tim Urban67 Golden Rules
So in college, I was a government major, which means I had to write a lot of papers.Now, when a normal student writes a paper,they might spread the work out a little like this.So,you know--
You get started maybe a little slowly,but you get enough done in the first week that,with some heavier days later on, everything gets done,things stay civil.
And I would want to do that like that.That would be the plan. I would have it all ready to go,but then,actually,the paper would come along,and then I would kind of do this.
February 28th cyborg to borg—cont’d, with michael chorostDoug Thompson
Robert Bloomfield welcomes Michael Chorost once again, as his guest on Metanomics. The discussion during Michael’s last visit centered on his book, Re-Built and his experience of receiving a cochlear implant. As a science writer, he knew how the implant worked, yet it was a fascinating journey to share his experience of stepping up to Cyborg status, utilizing lines of code and an implanted physical device to regain the ability to hear. His new book, World Wide Mind has just been released and further explores the integration of humans and machine coupled with the connective potential of the internet. It’s been widely praised in reviews including The New York Times, Wired Magazine, New Scientist, and The L-Magazine. All agree that the science is dazzling, and the interwoven account of his personal journey to become a more complete human, emotionally speaks to how this merge with technology might affect us all.
Click here to watch video http://www.metanomics.net/show/february_28th/
"You and Your Research": Richard W HammingSubhajit Sahu
My notes of this great talk by Prof. Richard Hamming.
Transcription of the Bell Communications Research Colloquium Seminar.
``You and Your Research'', by Richard Hamming, 7 March 1986.
Richard W. Hamming was born February 11, 1915, in Chicago, Illinois. His formal education was marked by the following degrees (all in mathematics): B.S. 1937, University of Chicago; M.A. 1939, University of Nebraska; and Ph.D. 1942, University of Illinois.
Essay on Positive Thinking | Short and Long Essays on Positive Thinking .... ≫ The Power of Positive Thinking: Book Review Free Essay Sample on .... The Power of Positive Thinking PDF Download – EnglishPDF®.
Personal Legend Essay. Legend Essay 2 .docx - RUNNING HEADER: ESSAY ON LEGEND...Theresa Paige
"The Alchemist" Personal Legend - Free Essay Example | PapersOwl.com. Bella's orange juice - personal legend essay. About Me Paper Example Unique Step by Step Essay Examples | Essay .... Fiction writing - how to write a legend | Teaching Resources. Katie - Essays. Speech urban legends Essay Example | StudyHippo.com. Personal legend essay examples Garciamedia.com.. personal legend essay - Bella's orange juice. Personal Legend Essay – Telegraph.
Career Aspirations Essay | Essay on Career Aspirations for Students and .... Surprising Career Aspiration Sample Essay ~ Thatsnotus. 012 Writing Smart Goalss 265254 Career Aspiration Sample Essay ~ Thatsnotus. Amazing Career Aspirations Essay ~ Thatsnotus.
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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The effects of customers service quality and online reviews on customer loyal...
Handling Impossible Projects
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
How do you Handle an Impossible Project?
Copyright Business901
Handling Impossible Projects
Guest was Michael Dobson
Sponsored by
Related Podcast:
How do you handle an Impossible Project?
2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
How do you Handle an Impossible Project?
Copyright Business901
Transcription of Podcast
Joe Dager: Welcome everyone; this is Joe Dager, the host of the
Business901 podcast. With me, today is Michael
Dobson. He is an internationally known project
consultant, author and lecturer. He's the author of
twenty books on various aspects of project
management with his latest book being "Project
Impossible". This is a great history lesson as well a
learning tool, that I could see being used for schools
and businesses. Michael, I first wanted to interview
you about the book "Creative Project Management"
which we may do at another point in time, but I am
glad you sent me this book as I have had a great time
with it. I hope you had as much fun writing it as I
have had reading it.
Michael Dobson: It was a lot of fun. It does combine two of
my interests and passions, Project Management and
History. It was an opportunity to do some fun
research and tell some interesting stories.
Joe: I have to admit that I did not read it cover to cover or
even every chapter so far. I pick times when I just
wanted to read something interesting. I hope that's a
compliment.
Michael: I hope so too. I think it is. It was designed to be kind
of episodic in there. The chapters are largely self-
contained. So, you can pick up one, read it, digest it
and then come back some other time. I tend to think
a business book or myself, as an author as I write
books people don't want to read. Nobody says: "I'm
going to take that great new project management
3. Business901 Podcast Transcription
Implementing Lean Marketing Systems
How do you Handle an Impossible Project?
Copyright Business901
book to the beach this summer and, you know, curl
up with a good business tome" and a lot of time the
best thing to do is to make it bite size, make it into
something you can read episodically. So, I'm perfectly
fine with that and I think, frankly, that's how I read a
lot of books myself.
Joe: I think it is a great beach book or a pool book. In 10
to 15 minutes, you get a great story and then you go
just take a dip in the pool and think about it a little
bit.
You have a unique way of delivering the message. You
start by giving out an overview of what makes up an
Impossible Project. Then, the methodology of an
impossible project and then you mix in about 10
stories of impossible projects. You end it up by giving
a “lesson learned” summary from all of them. Would
you say that overview is correct?
Michael: As an overview in project management or at least in
this context, we always say "Nothing is impossible".
What that means in practice is that you have
unlimited time, unlimited money and really flexible
performance standard, you effectively can do
anything. That doesn't describe the reality of any
project manager or frankly business manager that I've
ever met. We operate under constraints, and the
project is operationally impossible for the purposes of
this book or this discussion. A project's operationally
impossible if they can't be done within the envelope of
constraints that are set up around it. So, what can
you do? You can figure out a creative way to
accomplish it within the constraints. You can change
the constraints, or you can do something altogether
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different and attack the problem from another
direction.
A project is never an end in itself, it's a means to an
end, and it is the end that matters. If you can get to
the end in another direction that is easier, faster or in
this case possible. Well, so much the better. You still
win.
Joe: How did you make the cut? How did a project become
one of the impossible projects?
Michael: Well, frankly, there were more stories that I could tell
than I did. Some of the stories, I picked because they
were already famous that I knew something about. I
am a novelist as well, and George Patton appeared in
three of my books. I was well familiar with his story
and the Battle of the Bulge, the impossible project of
moving three divisions in 48 hours in that battle. The
Charles Lindbergh's story, my first professional job
out of college was being part of the team that helped
build the National Air and Space Museum in the
Smithsonian. I had studied Lindbergh rather
exhaustedly. In fact, one of my souvenirs from those
days, we all got one, is I have a square inch of the
fabric from the Spirit of Saint Louis. I started with
some of those and then picked other passions and
interesting projects that marched through history so
that I had a nice little lead up from BC to more or less
contemporary.
Joe: You mentioned that fabric from Lindbergh, but you
have something special. I mean, you are one of the
few people if anyone that actually has a real life space
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suit don't you?
Michael: I do. I have an Apollo space suit from the Apollo 7
mission. It didn't go into space. Every astronaut was
given five or six suits. The ones that they actually
travel with, they are all in museums, and they are all
carefully accessions. But there was a big warehouse
full of used space suits that had been worn during
training and they were all donated to the Smithsonian
on the day I happened to be at the warehouse, and
we didn't need 250 space suits. So, we picked, or we
cherry picked a selection that would form the basis for
somebody's future doctoral dissertation on the
evolution of space suit design. They are located in a
meat locker to be preserved. The rest, we slashed
with razor blades and threw in the dumpster. As soon
as they were in the dumpster, I jumped in and fished
one out. That's hanging in my office and as far as I
know, it's the only Apollo space suit in private hands.
You can buy Soviet space suits on eBay, but the
Apollo ones are a bit rare.
Joe: I have to ask you just a stupid question. Have you
ever tried it on?
Michael: I can't. I'm too tall. There was a very strict height
limit in the early days all the way through Apollo. I
worked for Mike Collins, who is the Apollo 11
command match pilot. He was the director of the
National Space Museum when I was there, and I have
to say the very first time I met him at the Christmas
party, the first year I joined in 73, and I was shocked.
Here in my mind, he's 10 feet tall, but, you know, he
was kind of built like a jockey. They are all really short
guys. So, I don't fit in it, there are a lot of reasons I
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would have never qualified to be an astronaut, but the
height alone would have put me out of consideration.
Joe: The first chapter I read, and I was thinking about
space, was the story of Easter Island. I remember
when I first read about Easter Island was in the
Chariots of the Gods. The people from outer space
were the original culprits that built the statues.
Michael: Right. That was Von Daniken's claim because there
was no easily explainable way that the people on
Easter Island could have actually done it. It took some
time before the solution was actually uncovered and
then it turned out that they can't do it anymore. But
they could do it before because they had a lot of big
trees that allowed them to roll it.
Joe: When I read the story about Easter Island, I
remembered reading being updated after the Chariots
of the Gods. I thought you did a nice blend of stories.
You picked stories across a pretty large spectrum with
politics, crisis management and others. I think that
added a lot of context for a lot of different people.
Michael: Well, to be honest, if it hasn't happened in your career
yet, I'm saying this to the audience. I'm sure you've
been there. If you haven't been given a project that is
sort of absurdly impossible on the face of it, well, you
haven't been around for a very long time. Impossible
projects in any field in any discipline, well, this is just
one of those little situations in life that sooner or later
we are all confronted with for better or worse. Win,
lose or draw, we all have to face it.
Joe: You mentioned the Tylenol Story as a marketing one.
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That was the second one I read right away. It really
did set the standard for how you handle corporate
crisis management for the last thirty years.
Michael: Well, I love that quote from Jerry Della Femina "If
anybody thinks they could salvage the Tylenol brand,
I want to hire him because then I want him to turn
our water cooler into a wine cooler".
Joe: I had forgotten that there was never a conviction or
even someone brought to trial in that case.
Michael: Well not for the murder. One guy was convicted of
trying to extort some money by making threats
regarding it. But there is no evidence that that's the
guy who actually did the original poisoning.
Joe: When we think of a crisis like that, how much project
planning goes into a crisis, such as Tylenol? Were they
just winging it in that instance?
Michael: Well, the part of the background of the Tylenol
situation was that a lot of the executives of Johnson
and Johnson had just gone through training or some
workshop about corporate ethics. Their vision and
mission statements and all these good management
practices and they really only had one question to ask
themselves, “Did we mean all this stuff that we were
saying?” Once they said "Yes, we did mean it," then
they had a basis to go on.
You'll see this as a theme in a couple of stories. In
Apollo 13, you know the famous CO2 exchanger that
we all remember from the Apollo 13 movie, the fact
is, that there had been tremendous amount of training
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in crisis response, there was an emergency kit. They
couldn't very well have done it without duct tape.
Somebody had to think about putting together an
emergency kit that included things like duct tape that
was available generically. With Patton in the Battle of
the Bulge, he didn't do it in 48 hours. He anticipated it
and had his planners hard at work. With Caesar at the
Battle of Alicia, it was the long term training of the
Roman soldier that allowed him to take on the absurd
task of building this amazing set of fortifications in a
very short period of time with very little in the way of
supplies.
If you don't start early, if you don't have the
foundation, if you don't have the vision, if you don't
have the training, if you don't have the emergency kit,
well, your ability to handle a crisis when it shows up is
extremely hampered. Normally, crisis management by
definition is reactive rather than proactive, but a lot of
the training, a lot of the prep work, a lot of the mind-
set comes well in advance and in most cases by the
time the project officially starts, it's too late. If you
haven't started early, if you haven't built a foundation
early, well, there's not much you're going to be able
to do to recover.
Joe: I think in the Apollo 13, I think of in the movie where
the person said something to the effect, "gentlemen" .
. . .
Michael: Failure is not an option.
Joe: Failure is not an option. Yes, exactly.
Michael: Gene Kranz, who never said it. He never said it. What
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he did do, he was the guy who developed the NASA
response following the Apollo 1 capsule fire that killed
Grissom, White and Chaffee. There is a long story
about the origins of that. Some of it is in the book and
it was after that he developed and announced what he
referred to as the Kranz dictum that was a preparation
and mind-set tool for NASA. He insisted and focused
on it from the immediate aftermath of Apollo 1. So, by
the time Apollo 13 came around, he had achieved
what he did call, perfection in the art of crisis
management. Simply no way to make space travel or,
any kind of, going up explosive powered rocket,
there's no way to make that inherently safe, if you're
not ready with crisis management. You have no
business going.
Joe: In your book, you say that failure is an option.
Michael: That was the most likely option of all. When you look
at the number of problems that had to be solved to
get the Apollo 13 down to earth, I ran some numbers
on this. If there was a 90% chance of solving each
individual problem when you multiply that times the
number of problems it worked out to something like
37%. If there was a only a 75% chance of succeeding
at every single one, the overall chance went below
25%. This was a tough miraculous achievement made
possible only by the Kranz Dictum and all of the prep
work that went into it. I heard Mike Collins say that
the thing that surprised him is that with everything
they had to face, they did not have any dead
colleagues in orbit.
Joe: Was there a project that was omitted because it was
too impossible?
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Michael: I could have chosen a wide range of failed projects.
Some projects had failed, not that they are
impossible, because they are badly handled. The goal
in the book was to develop as you pointed out in the
first and last chapters or the second to the last
chapter involved the development of and the teaching
of a methodology, a mental attitude and a process to
attack potentially impossible projects to see if an
answer exists. I'm not saying that every single project
in the world can be accomplished no matter what
under any circumstances. There does come a point in
which impossible is impossible. My goal in teaching
this and in writing this is to point out that where our
minds say it's impossible, we tend to jump into that
conclusion prematurely. We can't see an immediate
answer. If we can't see an answer that fits within our
existing paradigms or our existing methodology, there
is this mental attitude of wanting to give up. It's like
being confronted with all of those puzzles where they
are all seemingly impossible, that's structurally
impossible because normally we approach it with
blinders. We can't do it within the straight forward
envelope that we would normally approach something
like this and the job here is to change the game.
Joe: When I think of the younger generation, I think that's
one of the things they've been taught so well in
gamification that is to try things and reiterate. I
always talk about Luigi hitting the wall till he finds an
opening.
Michael: I think I noted in here. I was in the game and toy
business myself for a number of years. I was head of
product development for Wisconsin company called
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TSR famous back in the days for Dungeons and
Dragons. Dungeons and Dragons is a role playing
game. You are given a scenario that your players play
through and one of the things that kept happening is
that our designers would come up with challenges that
"Oh, no one's ever going to be able to get through
this" and sometimes we'd weaken it. We found out
that if we didn't make something as impossible as we
could imagine, it wouldn't even slow players down.
Whenever we came up with an absolute "No win, No
way out" absolute challenge, we normally figured we'd
actually gotten the difficulty level in the right place
because the players always manage to solve it no
matter what we threw at them. They would always
find a way around it.
Joe: I'm always amazed to watch how that learned by
doing type of approach seems to be built in the
culture of gamification. It is one of the reasons
gaming is so interesting to me because I was never
taught that way.
What did you learn from writing the book?
Michael: There's nothing like writing a book to let you know
how little you know about any given subject. I have
been working on this. I had been delivering seminar
or workshop on various PMI Chapters on managing a
possible project. You'll find a section in Creative
Project Management on the impossible project. In all
of that sort of boiling around, I thought, you know
what, there's a whole book to write. By the time I
wrote the book, I had already done a fair amount of
work on the principles. I had already been teaching it.
I'd written other things about it and this was my
opportunity to tackle the whole thing. When I was
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wrestling with each individual project in the book,
each individual story, I had to figure out, I had to put
myself in the mind of the project manager, whether it
is Julius Caesar or Charles Lindbergh or George Patton
or the Tylenol executives and say alright how do you
systematically break this problem down so that you
can find a direction. I ended up discovering in each
chapter that there was a different avenue that they
took. Lindbergh, for example, flying the Atlantic
wasn't the impossible project. Beating better funded,
better trained, better known competition with better
equipment who had, in some cases, 6-9 months head
start, that was the impossible project. In Lindbergh's
case, because he had more to gain, he was willing to
accept a risk profile that the other participants in the
prize competition were unwilling to take; it made no
sense to them. His gain was different because he had
to attack it from a different perspective and that
enabled him to win against really overwhelming odds.
Nobody in the world would have credited Lindbergh as
the guy who's going to win this.
Joe: You've been around the block a little bit on project
management for a few years. I want to ask you a few
questions about current project management. One of
them that just jumps out; are we becoming too reliant
on software?
Michael: There is no such thing as project management
software. There are project scheduling software and a
lot of different varieties but the scheduling; the
mechanics of project management are the easy part.
In fact, the reason why I learned them in the first
place is that was usually the task given to the junior
person, in the pre-software days with sitting down
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with the straight edge drawing up charts and taking
index cards and creating a network diagram. It was
not the job that the executives did. It was not the
jobs that leaders did. I was something you took and
handed-off to somebody else. This is a continued
argument in project management. That the project
manager ought to be the project leader and I
disagreed completely. Certainly, somebody can do
both. If you think of in a movie, the director versus
the producer or in a theatrical production, the director
versus the stage manager, the project management
function is a COO's responsibility. It's mechanics. It's
logistics. It's the organization and then the director,
the executive, the leader, the policy function. Well,
you can hand off that other stuff. But you have to
keep that for yourself and there are no automatic
reasons why it's ideal for one person to do both jobs.
Frankly, they frequently required different mind-set.
It's the PMBOKification of project management, the
idea, the Project Management Institutes, project
management body of knowledge. It's not that it's bad.
It's not that it's wrong, but you can learn every single
word of it by heart and it still doesn't make you much
of a project manager. Although, it makes you a heck
of a scheduler and that's not a trivial accomplishment,
but it's not the same thing as project leadership,
project creativity, problems solving and all of the
things that you can do or not do regardless whether
you know how to draw a Gantt chart or fiddle around
Microsoft Project.
Joe: Well, I see a lot of organizations now really struggling
with projects. It's amazing because you'll see, I just
use myself as an example when I work with an
organization, they'll have two or three different
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software package within an organization that do not
even talk to each other. I'd probably work on over
twenty software packages in the last year working
with different customers and so forth. Is there a way
around all this? Is there a simple way to look at this
differently from what I am seeing, it's like we got too
many software package or too reliant on software. It
just seems that every day there is a new package
solving everyone's problem, but they really don't.
Michael: They don't. They don't. Project management software
is again it's not that it isn't a useful tool. It's not that I
don't use it myself. It's not that I don't recommend it.
I had a guy that come up to me once at a seminar.
True story, a guy comes up and he says: "The reason
I'm here to your seminar is I need a recommendation
on the right management software package. I've got
Microsoft project. I'm completely dissatisfied with it
and I'm thinking about moving to Primavera which is
of course a really up scale, main frame oriented,
you're going to build an aircraft carrier, Primavera
would be what you use." I said: "Well, tell me about
your project?" and he says: "Well, I run 4 to 5
projects at that time budget's around $10,000. They
have 20-30 tasks. I'm scheduling 6 to 7 people". And,
of course, in my mind I'm thinking of graph paper. On
the theory, that if you don't have a problem, you don't
need to solve it with a computer. I finally said
"Alright, tell me, what is it exactly about Microsoft
project that is not meeting your needs?" He said
"Well, it keeps trying to do something called a Gantt
chart but it refuses to tell what a Gantt chart is". So,
the impolitic as the speaker to say to a customer:
"Listen buy a clue first and software second" but that
wasn't in this case the right answer. It was trying to
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solve the wrong problem or at least he was trying to
solve it in the wrong order. There are a variety of
software packages and it is not one size fits all.
Some people have different kinds of issue. Some
people also have greater familiarity and comfort and
confidence with the stuff. There are people who can
make their software do wonderful useful tricks. But in
most cases it is not worth your while to become the
world's leading authority in project management
software because most projects don't require it. A
friend of mine gave me a metaphor, if you talk about
mix martial arts and you have these mix martial
artists and they mastered 20 or 30 forms of fighting
styles, but 80% of what they do is limited to 3 or 4
core techniques. They know the others. They can use
the others if needed. But mostly, it is not necessary.
It's not the best use of your time and resources.
Proliferating the amount of paper work on your project
with the number of computer files is not the same
thing as advancing your project towards the actual
goal.
Joe: In all your experiences, is there a sorting type of
individual that manages the project better? To me
there always seem that if you get the right guy
heading the project, it gets done.
Michael: Yes, absolutely. But the right guy does vary project to
project. There are projects in which say construction,
nice classical project. The discipline, I am there's a lot
to be discipline. I don't mean to trivialize it in any
way, shape or form. It's understood as a discipline. If
you want to master it, you can master it. The mind-
set is highly organized, forceful and detail orientated.
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You get somebody running R&D projects in the game
business, since I'm familiar with that, what you need
is somebody who's out of the box thinker. The number
of tasks and the complexity of tasks are normally not
great. All of the brain's sweat, all of the effort is on
that creative side and frankly Microsoft Project does
relatively small amounts of good in the environment
like that. It's a very different sort of situation. It is
certainly the case that you want the confident right
person. But project vary so much that the correct
answer is different. Who do you need? I mean notice
somebody like Steven Spielberg still has a team of
staff producers. Kathleen Kennedy, people like that,
who can run all the logistics to free him up to do the
things that only he can do. If I'm a project
management professional in here, yes I can lead the
project in the areas in which I am confident but a lot
of times the help I can give you is I can help
somebody else set up the organizational component
for you to get that off your back. It all varies; political
skills, forcefulness, persuasive ability, negotiation. I
tell people all the time that the best follow up for basic
class and project management is a class in
negotiation. I mean, project managers are basically all
Blanche du bois; we rely on the kindness of strangers.
By the definition of a project, it's something outside
the normal routine. So, it's mostly the case that a
large part of your team are not people who report to
you in some formal standard supervisory sense
because the project is of limited duration, it will end
and those resources would have to be released to
somebody else. In most cases it’s true, if you've got a
job to do, it's almost always the case that you cannot
possibly get it done without the willing and essentially
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voluntary cooperation of people over whom you have
no direct official power or control and I know you've
been there to, I'm sure.
Joe: Oh, I've always been very convinced. It's not about
having the best idea. It's about what can get
implemented. Not the best idea always can be
implemented.
Michael: Absolutely. Politics is very simple. I have a test if you
have office politics in the organization. It's very
simply. You do a head count, number exceeds 3;
you've got it because people do not check their
humanity, self-interests of goals at the door when
they punched in to go to work. It never has been the
case, never will be the case. If you can't work with
that, your effectiveness as project manager is going to
be incredibly limited.
Joe: I appreciate the time and I could probably go on
another hour talking to you Michael. What do you
have upcoming?
Michael: Couple of things, I just sent back the contracts
yesterday. I am writing, I think it's my 9th book for
AMACOM, American Management Association. This is
basically a basic project management self-study
program that you go through and you do this, you
work the exercise, you actually get CEU's for it. I've
got a couple of others. I did a good book with them
called "Project Risk and Cost Analysis". Risk is another
one of my passion areas. I am also publishing more in
the straight history line. I've been doing a series of
books; what happened, who is born, who died and
what the big events are for everyday of the year.
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That's about a 5-year project to get all of that done.
But they're fun. They don't teach project management
lessons as such or management lessons at all, but
history is incredibly entertaining and involving. I stay,
reasonably busy, I was working on a peace medal
with a Samaritan, the indigenous Samaritans. They
are actually 750 of them left did not go particularly
well. That was my contribution to Middle East's peace.
I'm always picking up something interesting to do
because, I mean the world is filled with opportunities
and the world is changing so fast and so completely.
It's been said that if you've been out of college for 20
years, 80% of what you learned has become either
false or irrelevant today.
I find the decayed rate of knowledge and the opening
of doors as the doors close and slam shut behind us,
there are more opening every day. The mind-set of
tackling impossible projects, the mind-set of thinking
like a project manager, the mind-sets as you
mentioned creative project management, the mind-
set of thinking creatively about the structured
environment of a project. All of these are, to my
mind, fundamental life skills and the ones that we
have to master as some level to have any hope of
succeeding and prospering in our fast changing world.
Joe: Where can someone find the book and how can
someone contact you?
Michael: Well, thank you. I've got a website at
sidewisethinker.com also a blog at blog spot of the
same name on linked in, Facebook and everything
else. Just about all of my books are available through
Amazon and your other favorite E-retailers, available
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at many at eBook form also in print, available for
speaking opportunities any time any place. Project
Impossible is published by Multi-Media publications.
Its part of the series called "Lessons from History"
mmpubs.org and they've got some other fascinating
stuff, a project management analysis of the Great
Escape, several books on the Titanic, Winston
Churchill's management of the British World War II
effort and many others.
Joe: This podcast is available on the Business901 iTunes
store and the Business901 blog site. I would like to
thank you and look forward to talking to you again.
Michael: I look forward to it as well. Thank You and you and
your listeners have a wonderful day and best success
in your projects and challenges.
Joseph T. Dager
Business901
Phone: 260-918-0438
Skype: Biz901
Fax: 260-818-2022
Email: jtdager@business901.com
Website: http://www.business901.com
Twitter: @business901
Joe Dager is president of Business901, a firm specializing in
bringing the continuous improvement process to the sales and
marketing arena. He takes his process thinking of over thirty
years in marketing within a wide variety of industries and applies
it through Lean Marketing and Lean Service Design.