A lot happened in 1969. The moon landing, Led Zeppelin was released (the first LZ album), the maiden flight of the Boeing 747, and a paper by Sherry Arnstein. It’s difficult to say which is the most important of those above, but Arnstein’s paper is probably the least famous. Context I frequently speak with directors and project leaders who introduce their voice of the customer initiative as the way that they interact with customers. That’s the way the company understands […]
There are times to make people feel comfortable, to help them feel that the change is achievable. There are also times when we need to remove that comfort and destabilise temporarily, so that they can work towards a solution. We commonly reintroduce comfort, or better still guide the audience towards discovering the own new level of comfort. On a smaller level, that element of something not being on script can be incredibly useful. Context Think of those situations when someone […]
Background Business Insider published an article on how automation may remove the need for people in white-collar roles. While the context of the article seems relevant, I found the choice of example to be very odd. Specifically Deliveroo’s creation of 25 redundancies in their ordering process. In fact, I think it more likely that process debt had been accrued and then paid off as part of an improvement programme. Initial Thoughts I found it odd because to me that sounds like the […]
Introduction We should be careful when we judge the effectiveness of others and reflecting on this can in turn help influence us in how we approach change activities. I’ll use this chart (shown in more detail further down) to describe the differences. First Day Effectiveness On numerous occasions, I’ve seen people judge others by their effectiveness on the first day at work. In some cases that may be fairer than others, but let’s take the view of a clinician arriving on a hospital ward for the […]
Context A friend the other day suggested that he drop his prices for a few weeks and I questioned what the rationale was behind the intended price drop. I wanted to check that there was a valid reason and it wasn’t just a knee-jerk reaction that led to the idea of creating sales campaigns. I only know of 3 reasons for sales. I’ll define sales as campaigns based on a short-term price reduction, such as end of season sales, January sales, […]
Efficiency Through Motivation I started an Instagram channel a while ago. I wanted to start generating an audience for my forthcoming course on Efficiency Through Motivation. I didn’t want to just post inspirational quotes; there are plenty of those channels already. What I wanted to do was to help people explore business architecture and strategy through asking questions of where they are at the moment. I’m using the images as the initial thought-provoker then writing related commentary, often in the […]
Practitioners of Customer Development, Lean Startup and Enterprise Architecture can all learn from each other. But they shouldn’t enforce their views on each other as there are some incompatibilities. Let’s see how enterprise architecture in startups can exist. Background The Startup culture and methods have largely been defined by Steve Blank who wrote The Startup Owners Handbook and later, by Eric Ries who wrote Lean Startup. Both of these consider how newly-created companies can grow quickly and in the right direction […]
Whatever system, process, technology we’re implementing, shouldn’t we be designing for everyone? Or at least everyone in the target customer segment? Background In the last couple of weeks, I’ve read a number of articles that have consolidated and made me reflect on my thinking about designing for disabilities and what counts as normal. Having spent a number of years working in the health and social care sector, I’m well-versed in the practicalities of working with people with disabilities. But I still hate […]
This is just a brief introduction to a classic method for performing stakeholder analysis. It’s a simple concept and I’m including it since it’s another good example of a 4-box model. To misquote Helmuth von Moltke the Elder: No project survives contact with the customer Background Every change activity has to deal with people. Whatever you’re planning, you’ll affect some people more than others and some of those people you affect will have a greater opportunity to influence your progress.
The terms innovation and invention are thrown around with abandon. This is rife in the startup domain where the innovation is often relating to a business model and in ageing corporations where innovation is being used to revitalise the organisation. But when is it innovation? Or could we actually be thinking of invention, improvement or creation instead?