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.”
Leadership is always the key.
https://en.wikipedia.org/wiki/W._Edwards_Deming#Key_principles
It’s hard to believe that it’s going to cost €1.6B for Germany to hook up ChatGPT to their beloved fax machines.
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.
We’ve mapped our metrics and levers in Double Loop as a platform org and are now seeing this approach spread through the company.
Daniel explains here how you can use their tool to operationalize strategy and systems thinking.
https://blog.doubleloop.app/strategy-systems-thinking-and-being-wrong/