The Timorese Team
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Japanese team vs East Timorese team competition to show how East Timorese work as country. The East Timorese love Indonesia, even this country has poor standards. Everything that East Timor buys to Indonesia is ruined or overpriced because of the corrupt system between this two countries.
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The Malaysian Rowing Team
The document summarizes an annual rowing competition between the Malaysian and Japanese rowing teams. In the first competition, the Japanese team won by 1 km due to an imbalance in the Malaysian team which had 7 captains and only 1 rower. An analysis was conducted and recommendations were made to restructure the team to have fewer captains and more rowers. However, in the next year's competition the Japanese still won by 2 km and the rower was fired while officials received bonuses. The document suggests this shows why Malaysian organizations generally perform poorly due to poor leadership structures.
Boats&pennies
Students will design boats made of aluminum foil to hold the most pennies without sinking. Each student will use a single 10x10 inch piece of foil to construct their boat. Boats will be tested by slowly adding pennies, with the last penny before sinking not counted in the total. Groups will have practice rounds with extra foil and 100 pennies to test designs before the final competition between grade levels. The challenge will take place between 2:30-3:25pm.
Team race
The Timbuktu rowing team lost to the Japanese team by 1 mile in their first annual race. In response, the Timbuktu team hired a consulting company to analyze their structure. The consultants found that the Timbuktu team had 7 captains and only 1 rower, while the Japanese team had 7 rowers and 1 captain. Based on this analysis, the consultants recommended restructuring the Timbuktu team to have fewer captains and more rowers. The next year, the Timbuktu team lost again, this time by 2 miles, and the single rower was fired while bonuses were paid to the captains. A new analysis showed the strategy was sound but the equipment needed improving
Rowers 1 .Pps
The French and Japanese rowing teams compete in an annual race. Last year, Japan won by 1 mile. In response, France established an analyst team to observe and recommend solutions. It was found that Japan had 7 rowers and 1 captain, while France had 7 captains and 1 rower. Consultants were then hired to restructure France's team, recommending a new structure with 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles. France is now designing a new boat in an effort to improve performance.
The Race
The French rowing team lost to the Japanese team by 1 mile. An analysis found the French team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Consultants were hired and recommended restructuring the French team to have fewer captains and more rowers. The next year, the Japanese won by 2 miles and the French rower was replaced, while management received bonuses for their motivation.
The Canoe Race
The Dutch and Japanese companies held an annual canoe race with 8 people per canoe. The Japanese won the first race by a mile. After investigating, the Dutch team discovered the Japanese had 7 people rowing and 1 giving instructions, while the Dutch had 1 rowing and 7 giving instructions. The Dutch management hired consultants who concluded too many people were instructing and not enough rowing. The next year, the Dutch restructured their team to have 4 instructors, 2 governors, 1 visionary, and motivated the rower with more responsibility. However, the Japanese still won by two miles and the Dutch fired their rower, despite the governors receiving bonuses for their dedication. The consultants determined the tactics were correct but the equipment
Race
The Indian and Japanese rowing teams held an annual race with 8 men per team. While the Japanese won the first race by 1 mile, the Indian team was determined to win the next year. An analysis team was formed to observe and recommend solutions. They found the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. A consulting company was hired to restructure the Indian team. They concluded there were too many captains and too few rowers for India. It was proposed to change the structure to have 4 captains led by 2 managers and 1 top manager, improving the rower's environment and competencies. The next year, Japan won by 2 more miles and
Race Show
The Indian and Japanese rowing teams held an annual race, which Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and too few rowers compared to Japan's structure of 7 rowers and 1 captain. The consultants recommended restructuring India's team to have fewer captains, more rowers, and improved working conditions for the rower. However, the next year Japan still won by 2 miles, so India replaced their rower while rewarding management for their efforts in preparing the team.
Recommended
The Malaysian Rowing Team
The document summarizes an annual rowing competition between the Malaysian and Japanese rowing teams. In the first competition, the Japanese team won by 1 km due to an imbalance in the Malaysian team which had 7 captains and only 1 rower. An analysis was conducted and recommendations were made to restructure the team to have fewer captains and more rowers. However, in the next year's competition the Japanese still won by 2 km and the rower was fired while officials received bonuses. The document suggests this shows why Malaysian organizations generally perform poorly due to poor leadership structures.
Boats&pennies
Students will design boats made of aluminum foil to hold the most pennies without sinking. Each student will use a single 10x10 inch piece of foil to construct their boat. Boats will be tested by slowly adding pennies, with the last penny before sinking not counted in the total. Groups will have practice rounds with extra foil and 100 pennies to test designs before the final competition between grade levels. The challenge will take place between 2:30-3:25pm.
Team race
The Timbuktu rowing team lost to the Japanese team by 1 mile in their first annual race. In response, the Timbuktu team hired a consulting company to analyze their structure. The consultants found that the Timbuktu team had 7 captains and only 1 rower, while the Japanese team had 7 rowers and 1 captain. Based on this analysis, the consultants recommended restructuring the Timbuktu team to have fewer captains and more rowers. The next year, the Timbuktu team lost again, this time by 2 miles, and the single rower was fired while bonuses were paid to the captains. A new analysis showed the strategy was sound but the equipment needed improving
Rowers 1 .Pps
The French and Japanese rowing teams compete in an annual race. Last year, Japan won by 1 mile. In response, France established an analyst team to observe and recommend solutions. It was found that Japan had 7 rowers and 1 captain, while France had 7 captains and 1 rower. Consultants were then hired to restructure France's team, recommending a new structure with 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles. France is now designing a new boat in an effort to improve performance.
The Race
The French rowing team lost to the Japanese team by 1 mile. An analysis found the French team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Consultants were hired and recommended restructuring the French team to have fewer captains and more rowers. The next year, the Japanese won by 2 miles and the French rower was replaced, while management received bonuses for their motivation.
The Canoe Race
The Dutch and Japanese companies held an annual canoe race with 8 people per canoe. The Japanese won the first race by a mile. After investigating, the Dutch team discovered the Japanese had 7 people rowing and 1 giving instructions, while the Dutch had 1 rowing and 7 giving instructions. The Dutch management hired consultants who concluded too many people were instructing and not enough rowing. The next year, the Dutch restructured their team to have 4 instructors, 2 governors, 1 visionary, and motivated the rower with more responsibility. However, the Japanese still won by two miles and the Dutch fired their rower, despite the governors receiving bonuses for their dedication. The consultants determined the tactics were correct but the equipment
Race
The Indian and Japanese rowing teams held an annual race with 8 men per team. While the Japanese won the first race by 1 mile, the Indian team was determined to win the next year. An analysis team was formed to observe and recommend solutions. They found the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. A consulting company was hired to restructure the Indian team. They concluded there were too many captains and too few rowers for India. It was proposed to change the structure to have 4 captains led by 2 managers and 1 top manager, improving the rower's environment and competencies. The next year, Japan won by 2 more miles and
Race Show
The Indian and Japanese rowing teams held an annual race, which Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and too few rowers compared to Japan's structure of 7 rowers and 1 captain. The consultants recommended restructuring India's team to have fewer captains, more rowers, and improved working conditions for the rower. However, the next year Japan still won by 2 miles, so India replaced their rower while rewarding management for their efforts in preparing the team.
Story the race
The Indian and Japanese rowing teams hold an annual race. Last year, Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve the sole rower's environment. The next year, Japan still won but by a larger margin of 2 miles, so India replaced the rower. The consultants then analyzed that the strategy was sound but the tool (the boat) needed improvement, so India began designing a new boat.
Malaysia boleh 2
The Malaysian rowing team lost to Japan by 1 km in their annual competition. This prompted management to analyze why and find solutions. It was discovered that the Malaysian team had 7 captains and only 1 rower, while Japan had 7 rowers and 1 captain. Consultants were hired and concluded the team structure needed to change, recommending 4 captains, 2 supervisors, 1 manager, and 1 rower. The next year, Malaysia lost by 2 km and the sole rower was removed, while management received a bonus. Consultants then analyzed that the strategy and motivation were good but tools needed improving, and the team is now designing a new boat.
Malaysia boleh 2
After the 2010 Thomas and Uber Cup debacles, hopefully the BAM management will not do the same mistake as
THE RACE
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants determined the Indian team had too many captains and not enough rowers, unlike the Japanese team. They recommended restructuring the Indian team to have fewer captains and more focus on the rower. The next year, India lost by two miles and replaced the rower, but the management received bonuses for their motivation efforts.
Race.ppt
The Indian and Japanese rowing teams held an annual race. After losing by one mile the first year, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year the Indian team lost by 2 miles and replaced their single rower, but the management was awarded a bonus for their efforts in preparing the team.
Race
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year, India lost by 2 miles and blamed the single rower, but the management was still paid a bonus for their efforts in preparing the team. A new analysis showed the strategy was good but the tool (boat) needed improvement, so the Indian team is now designing a new boat.
Arabian Raw Team
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve, they analyzed the Japanese team and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. The Arabian team then hired consultants who recommended restructuring to have 4 captains, 2 managers, and 1 rower, as well as improving the rower's environment. However, after losing by 2 miles the next year, they fired the rower but paid bonuses to management for their motivation, while the consultants found the strategy was good but the tool (the rower) needed improvement.
the theory of canoe management
Company X and a Japanese firm held an annual canoe competition. The Japanese team won the first year. Company X investigated and found the Japanese team had 7 rowers and 1 captain, while Company X had 1 rower and 7 captains. Company X hired consultants who concluded they needed more rowers and fewer captains. The restructured team with 4 captains, 2 supervisors, 1 leader and 1 rower lost again. The lone rower was fired and the leaders received bonuses.
03 arabian management
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve for the next year, the Arabian team analyzed Japan's team structure and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. After hiring consultants, the Arabian team restructured to have 4 captains, 2 managers, and 1 top manager leading 1 rower. However, the next year they lost to Japan by 2 miles and the rower was replaced, while management was awarded bonuses for their motivation efforts despite the loss.
The race
The Arabian rowing team hired consultants to analyze why they lost the annual rowing race against Japan. The consultants found that the Arabian team had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve conditions for the rower. The next year, Japan still won but by a smaller margin. The Arabian team then fired the rower but gave bonuses to management for their efforts, while the consultants said the strategy was good but the tool (boat) needed improving, so a new boat is now being designed.
The race
The Indian and Japanese rowing teams agreed to an annual rowing race. After losing the first year by one mile, the Indian team established an analyst team to determine why. They found the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. In response, the Indian team hired consultants who concluded there were too many captains and too few rowers. They restructured the team to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so the Indian team replaced the rower. However, management was still awarded bonuses for their efforts in preparing the team.
Pakistan management
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The Pakistani team restructured to have fewer captains and improved conditions for the rower. However, after losing again the next year, they replaced the rower but gave bonuses to the managers for their efforts in preparing the team. The consultants determined the strategy and motivation were adequate but the equipment needed improvement.
race
The Iranian and Japanese rowing teams agreed to an annual race. In the first race, Japan won by 1 mile. After a detailed analysis, the Iranian team found that Japan had 7 rowers and 1 captain, while Iran had 7 captains but only 1 rower. Consultants were hired to restructure the Iranian team. They recommended reducing the number of captains and increasing the number of rowers. The next year, Japan won by 2 miles. The Iranian rower was replaced, but the management received bonuses for their efforts in preparing the team. A new analysis found the strategy was good but the tools needed improving. Now, Iran is designing a new boat.
The race
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The consultants recommended restructuring the Pakistani team to have fewer captains and improve the conditions for the single rower. However, after restructuring, the Pakistani team still lost the next year's race by more miles.
Indian management
India and Japan agreed to an annual rowing race between 8-person teams. The first year, Japan won by 1 mile. In response, India established an analyst team to review and recommend solutions. It was found that the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. India hired consultants who concluded too many captains and too few rowers was the issue. They restructured to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so India fired the rower but paid bonuses to management for their preparation efforts. The consultants determined the strategy was sound but the tool used needed improving
The N H S Race
The document summarizes the story of an NHS rowing team that competes against a Japanese team in an annual race. After losing the first race by one mile, the NHS team forms a committee to analyze what went wrong. The committee discovers that the Japanese team had 7 rowers and 1 captain, while the NHS team had 7 captains and 1 rower. A consultancy is then hired to restructure the NHS team, concluding that there are too many captains and not enough rowers. The next year the restructured NHS team loses again, this time by two miles, and the single rower is dismissed while bonuses are paid to the management team. A new analysis then finds the strategy was sound but the equipment needed
Consulting Team
Our rowing team lost a competition to a foreign team and sought to improve for the next year. An analysis found that our team had 7 captains and only 1 rower, while the other team had 7 rowers and 1 captain. We hired a consultant who recommended restructuring our team to have fewer captains and more rowers. The next year we lost again by an even greater margin, so the rower was fired and managers were rewarded while consultants analyzed that our strategy was good but implementation was poor.
A parable
Toyota consistently beat GM in canoe races due to having more paddlers and fewer people steering. After their first loss, GM formed committees to investigate but made poor decisions, reorganizing management and implementing new programs but not changing their strategy. They lost again the next year and laid off staff, cutting costs but not improving performance. Toyota continued winning while building US plants and earning profits, unlike GM which outsourced factories and racked up losses, showing flawed management was still the issue.
A parable
Toyota consistently beat GM in canoe races due to having more paddlers and fewer people steering. After their first loss, GM formed committees to investigate but made poor decisions, reorganizing management and implementing new programs but not changing their strategy. They lost again the next year and laid off staff, cutting costs but not improving performance. Toyota continued winning while building US plants and earning profits, unlike GM which outsourced factories and racked up losses, showing flawed management was still the issue.
Malaysia Boleh
The document summarizes an annual rowing competition between the Malaysian and Japanese rowing teams. It describes how the Japanese team won the first race by 1 km, causing the Malaysian team to feel humiliated. In response, the Malaysian management vowed to win the next year and set up an expert think tank to analyze what went wrong. The experts discovered that the Malaysian team had 7 captains and only 1 rower, while the Japanese team had 7 rowers and 1 captain. Various recommendations were made to restructure the Malaysian team, but they continued to lose to the Japanese team in subsequent years. The management then proposed rule changes to guarantee a Malaysian victory.
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Lithium Will Power Us For The Next 50 Years And Then Robots: Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
More Related Content
Similar to The Timorese Team
Story the race
The Indian and Japanese rowing teams hold an annual race. Last year, Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve the sole rower's environment. The next year, Japan still won but by a larger margin of 2 miles, so India replaced the rower. The consultants then analyzed that the strategy was sound but the tool (the boat) needed improvement, so India began designing a new boat.
Malaysia boleh 2
The Malaysian rowing team lost to Japan by 1 km in their annual competition. This prompted management to analyze why and find solutions. It was discovered that the Malaysian team had 7 captains and only 1 rower, while Japan had 7 rowers and 1 captain. Consultants were hired and concluded the team structure needed to change, recommending 4 captains, 2 supervisors, 1 manager, and 1 rower. The next year, Malaysia lost by 2 km and the sole rower was removed, while management received a bonus. Consultants then analyzed that the strategy and motivation were good but tools needed improving, and the team is now designing a new boat.
Malaysia boleh 2
After the 2010 Thomas and Uber Cup debacles, hopefully the BAM management will not do the same mistake as
THE RACE
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants determined the Indian team had too many captains and not enough rowers, unlike the Japanese team. They recommended restructuring the Indian team to have fewer captains and more focus on the rower. The next year, India lost by two miles and replaced the rower, but the management received bonuses for their motivation efforts.
Race.ppt
The Indian and Japanese rowing teams held an annual race. After losing by one mile the first year, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year the Indian team lost by 2 miles and replaced their single rower, but the management was awarded a bonus for their efforts in preparing the team.
Race
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year, India lost by 2 miles and blamed the single rower, but the management was still paid a bonus for their efforts in preparing the team. A new analysis showed the strategy was good but the tool (boat) needed improvement, so the Indian team is now designing a new boat.
Arabian Raw Team
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve, they analyzed the Japanese team and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. The Arabian team then hired consultants who recommended restructuring to have 4 captains, 2 managers, and 1 rower, as well as improving the rower's environment. However, after losing by 2 miles the next year, they fired the rower but paid bonuses to management for their motivation, while the consultants found the strategy was good but the tool (the rower) needed improvement.
the theory of canoe management
Company X and a Japanese firm held an annual canoe competition. The Japanese team won the first year. Company X investigated and found the Japanese team had 7 rowers and 1 captain, while Company X had 1 rower and 7 captains. Company X hired consultants who concluded they needed more rowers and fewer captains. The restructured team with 4 captains, 2 supervisors, 1 leader and 1 rower lost again. The lone rower was fired and the leaders received bonuses.
03 arabian management
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve for the next year, the Arabian team analyzed Japan's team structure and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. After hiring consultants, the Arabian team restructured to have 4 captains, 2 managers, and 1 top manager leading 1 rower. However, the next year they lost to Japan by 2 miles and the rower was replaced, while management was awarded bonuses for their motivation efforts despite the loss.
The race
The Arabian rowing team hired consultants to analyze why they lost the annual rowing race against Japan. The consultants found that the Arabian team had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve conditions for the rower. The next year, Japan still won but by a smaller margin. The Arabian team then fired the rower but gave bonuses to management for their efforts, while the consultants said the strategy was good but the tool (boat) needed improving, so a new boat is now being designed.
The race
The Indian and Japanese rowing teams agreed to an annual rowing race. After losing the first year by one mile, the Indian team established an analyst team to determine why. They found the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. In response, the Indian team hired consultants who concluded there were too many captains and too few rowers. They restructured the team to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so the Indian team replaced the rower. However, management was still awarded bonuses for their efforts in preparing the team.
Pakistan management
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The Pakistani team restructured to have fewer captains and improved conditions for the rower. However, after losing again the next year, they replaced the rower but gave bonuses to the managers for their efforts in preparing the team. The consultants determined the strategy and motivation were adequate but the equipment needed improvement.
race
The Iranian and Japanese rowing teams agreed to an annual race. In the first race, Japan won by 1 mile. After a detailed analysis, the Iranian team found that Japan had 7 rowers and 1 captain, while Iran had 7 captains but only 1 rower. Consultants were hired to restructure the Iranian team. They recommended reducing the number of captains and increasing the number of rowers. The next year, Japan won by 2 miles. The Iranian rower was replaced, but the management received bonuses for their efforts in preparing the team. A new analysis found the strategy was good but the tools needed improving. Now, Iran is designing a new boat.
The race
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The consultants recommended restructuring the Pakistani team to have fewer captains and improve the conditions for the single rower. However, after restructuring, the Pakistani team still lost the next year's race by more miles.
Indian management
India and Japan agreed to an annual rowing race between 8-person teams. The first year, Japan won by 1 mile. In response, India established an analyst team to review and recommend solutions. It was found that the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. India hired consultants who concluded too many captains and too few rowers was the issue. They restructured to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so India fired the rower but paid bonuses to management for their preparation efforts. The consultants determined the strategy was sound but the tool used needed improving
The N H S Race
The document summarizes the story of an NHS rowing team that competes against a Japanese team in an annual race. After losing the first race by one mile, the NHS team forms a committee to analyze what went wrong. The committee discovers that the Japanese team had 7 rowers and 1 captain, while the NHS team had 7 captains and 1 rower. A consultancy is then hired to restructure the NHS team, concluding that there are too many captains and not enough rowers. The next year the restructured NHS team loses again, this time by two miles, and the single rower is dismissed while bonuses are paid to the management team. A new analysis then finds the strategy was sound but the equipment needed
Consulting Team
Our rowing team lost a competition to a foreign team and sought to improve for the next year. An analysis found that our team had 7 captains and only 1 rower, while the other team had 7 rowers and 1 captain. We hired a consultant who recommended restructuring our team to have fewer captains and more rowers. The next year we lost again by an even greater margin, so the rower was fired and managers were rewarded while consultants analyzed that our strategy was good but implementation was poor.
A parable
Toyota consistently beat GM in canoe races due to having more paddlers and fewer people steering. After their first loss, GM formed committees to investigate but made poor decisions, reorganizing management and implementing new programs but not changing their strategy. They lost again the next year and laid off staff, cutting costs but not improving performance. Toyota continued winning while building US plants and earning profits, unlike GM which outsourced factories and racked up losses, showing flawed management was still the issue.
A parable
Toyota consistently beat GM in canoe races due to having more paddlers and fewer people steering. After their first loss, GM formed committees to investigate but made poor decisions, reorganizing management and implementing new programs but not changing their strategy. They lost again the next year and laid off staff, cutting costs but not improving performance. Toyota continued winning while building US plants and earning profits, unlike GM which outsourced factories and racked up losses, showing flawed management was still the issue.
Malaysia Boleh
The document summarizes an annual rowing competition between the Malaysian and Japanese rowing teams. It describes how the Japanese team won the first race by 1 km, causing the Malaysian team to feel humiliated. In response, the Malaysian management vowed to win the next year and set up an expert think tank to analyze what went wrong. The experts discovered that the Malaysian team had 7 captains and only 1 rower, while the Japanese team had 7 rowers and 1 captain. Various recommendations were made to restructure the Malaysian team, but they continued to lose to the Japanese team in subsequent years. The management then proposed rule changes to guarantee a Malaysian victory.
Similar to The Timorese Team (20)
Recently uploaded
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Lithium Will Power Us For The Next 50 Years And Then Robots: Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The Timorese Team
- 1. THE EAST TIMORESE ROWING TEAM Once upon a time there was an East Timorese rowing team Timor-Leste
- 2. East Timor (Timor-Leste) and Japan agreed to do an annual rowing race. Each team should contain 8 men.
- 3. After months of intensive training, the maiden race was finally flagged off!
- 4. FINISH Result: The Japanese won by 1 km!
- 5. The Timorese team felt deeply humiliated by the result, but they were determinated to win the race next year. The manager (Diretor Geral) was furious and stablished a panel of Timorese experts to analyze the situation and unearth the root cause of the problem.
- 6. After several weeks, some comparative studies and travels to Japan (and per diem$), the Timorese panel could find only one difference: the Japanese had 7 rowers and 1 captain…
- 7. … and the East Timorese team had 7 captains and 1 rower!
- 8. Facing such scenario the management showed an unexpected decision: they hired an Indonesian consulting company to restructure the East Timorese team.
- 9. After several months the consultants came up with the conclusion that there were too many captains and too few rowers in the East Timorese team. A solution was proposed based on this analysis: the structure of the Timorese team has to be changed! Dollar Timor Timur bagus!
- 10. Based on the Indonesian consulting company and after some travels to Indonesia (and per diem$), the manager decided to follow the recommendations. … other recommendation: The team should travel to Indonesia to learn how the Indonesians do.
- 11. Thenceforth the new set-up would be: • 4 captains (brothers of the Diretor Geral), • 2 directors of department (brothers in law of the Diretor Geral) • 1 chief of section (cousin of the Diretor Geral) • and 1 rower.
- 12. Besides that, they suggested to improve the rower’s working environment and to give him higher competences
- 13. FINISH Next year the Japanese team won by 2 km!
- 14. The East Timorese Team upper management immediatly fired the rower, blaming him for the latest disastrous result.
- 15. A bonus was paid to the captains, directors and chief for the strong leadership and motivation they showed during preparations phase and as incentive for them to find a better rower for the next race.
- 16. The Indonesian consulting company prepared a new analysis of the restructuring activity, wich showed that: • the strategy was good, • the motivation was great, • The restructuring was executed correctly, • But the the tool used (which was not included in the original data) was sub-standard and had to be improved. Currently the East Timorese will buy a new boat from a Indonesian company in a partnership with a Timorese company (the veteran uncle of the manager is the owner) xxxxxxx xxxxxxx xxxxxxx xxx
- 17. After purchase it was found that: •The boat cost twice the market price, •the boat was not new, •had a hole. $$ TERIMA KASIH TIMOR TIMUR $$
- 18. To solve the problem, the manager is considering contracting a uncle's company to repair the boat... $$ TERIMA KASIH TIMOR TIMUR $$