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added: Wed, 28th September 2005 | 264 views | 0x in favourites
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Management Newsletter & Marketing Articles
There are some books that you love and there are some books that you absolutely hate. Beyond Six Sigma by Gary Plaster and Jerry Alderman is unique in that I both loved it and hated it. Continuous cost improvement and enhanced efficiencies are not the formula for long-term profitable growth. Growth comes from the external. Growth comes from the interaction of people and people do not always act in a reliable, statistically predictable fashion.
Before an entire organization can be the best in its field it requires each participant in the organization to be their best individually. Getting people in the organization thinking positively is a critical first step and sharing the positive comments is an action that will foster more positive comments.
Not is an adverb and my subconcious mind doesnt know what an adverb is. When you stop to think that even God had this problem when he told Adam and Eve in the Garden of Eden to Not eat from the Tree of Knowledge, maybe we should outlaw adverbs and find a more positive or constructive approach to decision-making.
The evidence is convincing and growing that groups make better decisions than do individuals. To be sure, there can be problems with this approach especially if the critical elements outlined in The Wisdom of Crowds are not adequately addressed. The Taking Aim Decision-Making Process provides a framework to help you and your organization capitalize on this new information.
The Taking Aim Decision-Making Process is more like the smart bomb we have seen being used in Afghanistan and Iraq. Given that organizations only get one shot at a successful decision, it only makes sense to me that that shot be a smart decision that is guided to its target.
Most of us have been trained to think of decision-making as problem solving and I have come to the conclusion that this thought process limits our options and has the potential to reduce our effectiveness as decision-makers. I now approach decisions as the construction of a preferred future.
There are lots of variations on the traditional method of decision-making. The fact is that these variations are still how-based models and as such leave themselves open to the same traps as the traditional model. How-based decision-making models are no longer adequate in our highly competitive world.
The 2004-2005 Teradata Report on Enterprise Decision-Making shows that over 70% of the respondents say that poor decision-making is a serious problem for business. The top casualties of poor decision-making are profits, company reputation, long-term growth, employee morale, productivity and revenue.
Frederick Taylor laid the ground work for Demming and Juran. His work is the foundation for LEAN, TQM, Re-engineering and much of what we believe to be modern management thinking. Amazing to think that it has only taken us about 90 years to start to implement some of the ideas about which he wrote.
There are both seen and unseen components of business success and failure. It can be very beneficial if you understand these components and know how to use them.
The 2005 Las Vegas Hardware Show was a huge success. Traffic was up and activity was up. I am looking forward to the 2006 show when a few more of the rough edges will be polished and business will abound for manufacturers, retailers and consultants.
Successful new product launches require samples, demos, pricing, promotion, displays, distribution, advertising, press releases and sales force to all be ready prior to the launch.
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