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Showing posts with label Planning. Show all posts
Showing posts with label Planning. Show all posts

Wednesday, April 30, 2014

Are You A Reader?

Do you have a program, or some method for your reading?

Why?

Do you have goals for creating value from your reading?

How do you keep score?

A couple of readers were talking last week about about our habit. We’re thinking it’s getting less popular.

The next day I was musing about the similarities of the people in the discussion, and realized:

I’m not just a reader.

Because I’m a reader, I’m a thinker, and because I’m a thinker, I’m a writer. Because I’m a writer, I’m a reader.

And you?

Enjoy a Kepler Moment.

Friday, December 6, 2013

Certainty

A popular quote attributed to Benjamin Franklin is: Nothing is certain but death and taxes. True - however, the timing of one and the amount of the other are not certain.

Leaders face certainty and uncertainty when painting their vision – e.g., revenue must cover expenses for an organization to be viable, but the timing of each must be in relative balance or problems will overtake any chance of success.

That there is no crystal ball to give a glimpse of certainty to the planning process does not stymie a good leader – do the thinking and research, be clear on the mission and goals, map a path to achieve success, and turn folks loose to achieve it.

It's a myth - a misunderstanding – that once the leader shares a vision, plan, mission, or goal that these are cast in stone and unamendable.

Just not true – if the element is not viable, it is wise to 'fail fast' and replace it with a better approach; if the element is falling short of what's expected, amending it for improved performance is imperative.

Results are important, protecting ego by holding course is not, and churning (making too many changes) creates a zig zag path of wasted resources. Putting in the planning up front pays dividends to the success of the mission.

The Constitution of the United States epitomizes this approach – the Founding Fathers have created a governance structure that has endured – it's in its 227th year now, and the Constitution has been amended only 27 times during that period.

Ben Franklin's quote above is actually expressing his opinion about how the Constitution will fare in the future – here's the complete quote: Our Constitution is in actual operation. Everything appears to promise that it will last. But in this world nothing is certain but death and taxes.

Appears that Mr. Franklin was correct in his assessment, so far anyway.

This may be of interest to you -
Digital Disruption In The Public Sector: Making The Agency Of The Future A Reality Today
Free Open Source Content Management Systems Event December 10, Washington DC.
Featuring speakers from The White House, National Archives, FEMA, Acquia, Amazon Web Services, and others.
For more information and to reserve your place.

Monday, June 24, 2013

Breaking A Bad Decision

I was working with a board faced with a major problem...with no workable solution. These are good people, who understand their business, have been at it for a long time.

They completely understood their situation, and for the last six months no optimal, hell, no viable solution was available.

This particular problem had colored all other actions, made what had formerly been a fun operation a death march.

As their consultant, I wanted to bring some light. Im supposed to be the magic man.

We’d been through worse before. But the business has changed. Their reason for being is now called into question.

I had an opportunity to sit down with the owner. He’s a long time friend and supporter.

We agreed we weren’t making progress and we weren’t liking the results.

I suggested that since the old tools weren’t working, why not set up an internal blog, just for the board, get a promise to have each board member post their thoughts twice a week for two months.

Nobody on the outside would see our work, but maybe we would get to a different place. I would go first.

Writing a blog post requires a couple of things. One is writing, two is finding something to write. That requires getting out of your rut, finding something new.

The happy news is that a number of erroneous preconceptions got defined and fixed. Not by the readers, but by the writers.

And sure enough, it turned out that all the trust we had been building with our customers had created some requests for help. We’ve got some promising work to provide.

Will it work? Who knows? But we are getting the snap back, the confidence to create for an appreciative audience.

The original problem? It’s still there. But it’s a lot less important. If we keep doing something else, it may well go away.

New problems require new solutions.

Tips 4 The Big Chair – Get a new perspective

Tuesday, December 18, 2012

Tactical Compass


I was called in to officiate at a funeral yesterday. A long time client had created a core program to outperform the one I had developed with them almost a decade ago.

The old program had been delivering decreasing results every year, but the results of the new one made my program look inspired.

The owner invited me to come by to explain what was happening.

That was pretty easy. Yup, he’s dead, Jim.

What was entertaining was how they had developed their new program by massive internal discussions, like the boys in Animal House cranking up Belushi with, “Toga, Toga, Toga...

From the story they told, their customers never had a chance to participate...so they never did.

Our old program had evolved, from looking at what was working, begging and pleading with the customers to take a minute to tell us what they might want that was better, and then finding a cost-effective way to provide it.

We took a middle-of-the-pack performer and made them the segment leader in less than a year.

In the 1800’s, if you were a cotton broker, you could develop a business model and leave it unchanged for four or more generations.

Today, serious tweaks are usually required in less than a year.

It’s less expensive to leave the buyers out of the planning, but it’s also less valuable.

I’ve read how Steve Jobs could create many new product categories all by himself, but I find that getting tactical data from customers points the direction to effective strategy, and at the same time develops the customer base for when the new offering is available.

How much are you hobbled by your prior opinion?

Kick off the New Year Right at Talk Your Business - How to make more and better sales right away! Wednesday Jan 30, 11:45 - 1:00 at the Arlington Chamber Small Business Roundtable

Wednesday, September 19, 2012

Redo

Users work differently from makers, for good reason. If you make a mistake buying a book on Amazon, you can usually go back an action, or a screen, call it a redo. Makes sense to just keep hammering keys until you get what you want.

Makers often don’t have redo, so there’s an emphasis on using a planning and structure to reduce rework. I cut that board three times and it’s still too short! Well then, Measure twice, cut once.

Working in an IDE (Integrated Development Environment – programmer’s code-making software) discovering an error can require taking out days of development.

The old observation that one programmer can do the work of a thousand programmers is valid because many programmers spend the next morning tearing up whey did the previous day. One step forward, two steps back.

Sales Lab’s Planned Workcycle addresses the need for Architecture and Design before Executing, and came from construction contracting. If you order a crane, it better be busy the whole time it is on-site, and after it leaves, you best not need that crane again.

The Workcycle also has an original structure for how to do Evaluation which makes Evaluation work a whole lot better. I’ve found it increases efficiency in many types of complex projects.

How does the availability of Redo change the value of Planning, the process of Executing?

Friday, February 24, 2012

The Accident of Your Experience


I was talking with a pretty smart business observer, who said, “I don’t think the lives of many people in this town have turned out the way they expected.”

At first I thought he was referring to overwhelming smart-phone addiction, but thinking further my life sure hasn’t been what I was planning in high school, college, the early years.

It’s not better, it’s not worse, it’s just very different. That unexpected sense of differentness makes some people unhappy, makes some people feel rootless. Of course it makes some people feel like they have won the lottery and are living in a fantasy world.

Same world.

My observation is that seldom do we end up doing what we had originally planned, that our external circumstances are the sum of our choices and to a lesser extent what has been done for and to us. We have more control over our internal equilibrium.

Pressure comes from outside, stress from the inside.

Seems to me that a lot the success of Americans comes from following the words of the famous Yogi, who said, “When you come to a fork in the road, take it.”

How have your choices changed your outcomes?


Please join us 6 pm, March 13th, at the Capital Technology Management Hub, where Sales Lab’s Jack Gates presents Rainmaker 12, Lessons from Makers, followed by the featured CTMH Presentation, Sales Lab’s Dick Davies speaking about The Direct Economy, How to Profit from The Most Lucrative Market in the History of the World!

Friday, January 6, 2012

What's a Plan?


Something I heard that rang the bell:

       A plan is a report of what has just happened.

Your thoughts?


These may be of interest:

Capital Technology Management Hub
Tuesday, January 10, 6:30 – 6:35 pm
Arlington GMU Campus
Founders Hall, Room 126
3351 Fairfax Drive Arlington, VA 22226

AND/OR

Association Of Information Technology Professionals (AITP)
Thursday, January 12, 6 – 9 pm
Alfio's La Trattoria,
4515 Willard Ave, Chevy Chase MD 20815