Last week I was making a presentation and I came across Deming and his principles. I have often gotten the question: “If you don’t measure X, then how will you know we’re doing well or improving?” which I always felt was misguided.
It turns out that Deming was way ahead of me there, he says: “Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.”
Doing the things listed here as a VP by Emily Nakashima sounds all nice and well (maybe fun even for some people), but the core deliverables of alignment and focus are the real test: both are impossibly hard to achieve and worth their weight in gold.
It’s understandable that organizations try to make their word legible and simplify things. In fact, it’s one of the reasons for the organizational boundary.
The problem is that monoprocess pretty much entirely does not work for any creative/agile endeavour. Things are valuable exactly because they are complicated and messy.
A nice article about Box’s transformation and especially that chart contrasting burn v. growth is one of the most important things for any startup to keep in mind.