Some people are my personal heroes. Jia Jiang is a great example of someone who overcame his issues (fear of rejection) by direct confrontation. He mastered his demon, learned something about human nature and is able to tell you his story with humor. It blew me.
I found the below the other day.
If it wouldn’t be so sad, it would be really funny. I think most people have gone through this behaviour. Good to know that other people worry too much as well. 🙂
Have you ever thought that a 9 to 5 job isn’t the right thing for you? Did you ever get impressed by all the stories about the really successful people and how they often didn’t study? Did you think that you should do something totally different, but for a number of reasons you are stuck with what you do?
I know, very pathetic. But I guess we all have similar thoughts from time to time. And some people are struggling even more with these thoughts. I met plenty of people with non-traditional CVs, not following the standard path of life. And I could imagine that they would especially like this document, but not only them: “A Brief Guide to World Domination* – How to Live a Remarkable life in a Conventional World *and other important goals” written by Chris Guillebeau. I like the style – especially the humour that is already shown in the title. But I recommend it for the content which is actually thought-provoking. In essence it’s a call for “start with the end in mind”, and then work against the end, based on your key strength.
I have seen most of the content before, but as we know a different presentation will lead to different results. This presentation triggered me to think about the two key questions of the document. Thanks Chris!
A new version of my software to support the TOC thinking processes was released today. The improvements will soon come to the IBIS and Concept Map variants as well.
Key changes are the keyboard controls and spellchecker. If you want to learn more about the software then have a look at the dedicated page for the software.
I came across this great infographic regarding storytelling.
Why do I like it? It’s visual, and it puts a structure on something that you know implicitly yourself but you might not have found the pattern.
In case you want to know more, I suggest that you read The Hero with a thousand Faces. But be warned, it’s a tough read, simply because it is now (due to this book?) so obvious.
Let’s look at goals and how a good measure is supportive to the goal. I will connect a few things that I have learned over time.
Andrey Salomatin writes about Theory of Constraints (TOC) and applies it to Software development. So far, he has 3 articles: Systems thinking in management and Work hard enough and you won’t finish anything and I bet you look good on the plant floor. Well worth reading.
However, the one that really triggered me thinking was the first: Systems thinking in management. I am not sure whether I ever thought about it before, but he has a nice phrase in his article:
Goal has nothing to do with System’s internals. Look for it outside of the System.
One of his examples (he has more) is an airplane. Airplanes don’t exists to fly (internal), they exists in order to let people travel fast from A to B (outside). Good one. But he got further. He was describing a situation where misaligned measures are contra productive to the goal of the system. Measure get misaligned when internal goals are prioritised over external goals. Instead of using his example would I like to describe the story that I heard earlier and that made this article so relevant to me.
I once was on an Enterprise Architecture conference where I was lucky enough to listen to Roger Burton. He told a story about a global manufacturing company that was his client (he didn’t provide a name but a hint that we would all know it). The board of that manufacturer wanted to reduce the time from the order until the customer got the ordered goods. For some 2 years all the programmes to improve that time didn’t help. He was looking at the problem from a measure perspective. His philosophie behind that was the simple “mantra”:
You get the process you are measuring.
So, people will adjust their processes in order to improve the measures. If your salary is connected to a measure, wouldn’t you do the same?
What were the measures in Roger’s example?
- Sales team members got a bonus for every order coming in in the last 2 days of the month (one can easily imagine how this one started). This meant that sales people whenever possible delayed the order in order to get it placed at the end of month (reinforcing the perceived need for this incentive). Result? First delay for the customer.
- Production team was measured on costs. How do you drive down costs? Increase batch size! So, production team was delaying production of goods in order to increase batch size.
- The next one was internal logistic, it was a global manufacturer after all, so unfinished goods needed to be send regularly between plants. How do you drive down logistic costs? Fill the truck/container. What was logistics measure on? Cost. Does waiting to fill the container improve total turnover time?
He only named these 3, but I can easily see how other departments were working against misaligned goals, too. Roger’s story ended with the comment that the board was seeing improvements quickly once the measures were aligned with the goal of the company, to reduce order-to-delivery time.
Align your measures with your goals. The goal is not within your department. Not even within your company. If you want to make money by selling, you are already misaligned. Your customer’s benefits are what you need to measure against. Which, interestingly enough, was the topic of my previous post.
By the way, I found Andrey’s articles through my current favourite blog, Knowledge Jolt with Jack.
I found a little gem to share: http://www.jackvinson.com/blog/2017/11/12/whose-success-do-i-worry-about. It’s a simple twist that changes your perspective. Think about your customers needs, not your needs if you want to succeed in the long run.
On a related note, sometimes I observe the same mentality within a company where I see decisions made that seem to serve personal interest more than the interests of the company. It seems to have less negative impact as these people tend to change their customer base completely whenever they are switching jobs.
I am a big fan of Theory of Constraints (TOC). I read the book “The Goal” years ago – actually after I was presented the great application “Flying Logic”. Ever since then was I wondering why Flying Logic is so expensive. It is such a great tool and so applicable to many kind of issues – but simply too expensive. When I was starting with the Visual Thinking for IBIS application did i have Flying Logic in mind. I wanted a Mac tool that is similar to Flying Logic, but easier to use.
I have now done a big step in that direction. I have released the first version of “Visual Thinking with Theory of Constraints“. It is an early release as the visual language is more complex and will need some adjustments. Next problem is that TOC has several different diagram types and the app needs to cater for it. But, I have a workable first version.
Please add comments to the project page.
I released the first version of my IBIS notation editor to the Mac App Store today. Over the next weeks will I need to polish it and beautify the supporting material like screenshots, etc. But have a look here: https://kneupner.de/software/visual-thinking-ibis
So what is IBIS? I found this page as an introduction. The same author did one more blog on the topic. The author (Chris Tomich) did a good job. If you want to understand more, read the book from Paul Culmsee and Kailash Awati.
I disabled the comments for this blog post. Please comment on the software page.