The Rapid Response Institute

Tag: change

  • Linear Metrics in Non-Linear Times?

    Linear Metrics in Non-Linear Times?

    “If it disagrees with experiment, its wrong”

    Our point today is to assess how behavioral decisions are being made today; not about the politics of one candidate or the other.

    The race to the US presidential election has entered its final phase.  As of this writing, establishment wisdom holds the conventional candidate as the presumptive winner.

    Pollical polling is a linear straightforward process albeit with the inherent bias of ‘all’ behavioral instruments.  Effective surveys will take a statistically significant representative sample and project those results to the larger electorate.  A time-honored approach for product marketing as well.

    However, there is another school of thought.  When a new produce/idea is disruptive or not well understood, the firm needs to be proactive rather than simply reactive such as using a survey.  Steve Jobs stated, “You can’t just ask customers what they want and then try to give that to them.  By the time you get it built, they’ll want something new.

    One interpretation, ‘They don’t know what they don’t know.’  Echo the words of Donald Rumsfeld!

    Pollsters suggests that 2016 will not be repeated and they have modified their survey instrument control processes.  Recently one noted canvasser, Frank Luntz stated, “Pollsters did not do a good job in 2016.  So, if Donald Trump surprises people, if Joe Biden had a 5 or 6-point lead, my profession is done.”

    Our Lying Eyes

    When the world was the center of the universe with all the stars and galaxies rotating around us, linear projections confirmed the observed metrics.  However, famously, Nobel laureate, Richard Feynman taught us that, “If it disagrees with experiment, its wrong.”

    Galileo and Kepler among others experimented using the observable data differently.  They discovered that the universe does not revolve around our planet.

    Their assessments altered the given world forever and caused them significant personal angst in the process.  Established ‘science’ did not welcome this change readily.

    If the incumbent rallies and is elected for a second term despite expert projections using legacy linear tools, it maybe time to rethink how social beliefs and behaviors are measured.  Given the problems with Covid-19 data management, the same maybe said for that issue as well

    Hypothesis—Disruption cannot be accurately measured with traditional tools.

    Learnings

    Beyond politics and marketing, there are lessons for all of us.  Artificial Intelligence, Search Engines, Predictive, Big Data Analytics, Machine Learning, IoT et al are now all the rage.  But what if they are using the wrong algorithms?

    There are ramifications for our daily lives.  In March 2019, the Boeing Max 8 was grounded and has yet to return to service.  Will driverless automobiles put us all at risk?

    This survey question maybe answered on November 3 or whenever the final results are tabulated.  Other questions about the use of other metrics will remain unanswered; at least for now.

    How are you certain your decision supports processes and tools are providing valid and reliable data?

    For More Information

    Please note, RRI does not endorse or advocate the links to any third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 the week of September 14, 2020.  Check Out this timely event and contact the organizer for access to the presentations!!

    You can contact this author as well.

  • Pressure Differential

    Pressure Differential

    Managing Tension at the Margin

    As September draws to a close the Houston metropolitan area has dodged two hurricane bullets; Laura and Beta.  Fingers crossed that this very active season draws to an early and quiet close.  The beauty and downside of the 24/7 news and weather reporting is that lay people learn more jargon then we ever new possible.  Take for example, the term Pressure Differential.

    One broadcaster used this phrase to describe the low at the eye-of-the-storm and circulating higher pressure.  In other words, the ‘tension at the margin’ or stress between competing bodies—the engine of power.

    Humans constantly deal with this phenomenon and sometimes the stress caused by this dichotomy can seem to be overwhelming.  Sometimes, it seems this powerful internal engine races without a governor.

    The Power of Change

    The pandemic, storm season, economy, job, family and a host of other issues tug at our margins constantly.  When writing about stress, Winston Churchill famously stated, “But the element which is constant and common in all of them is Change.”

    Mark Twain is credited with, “If you don’t like the weather, wait five minutes (and it will change).”  Hurricane pressure differentials subside and the sun shines again.  Yet, the hurricane engine does not change of its own accord.

    In the case of Beta, dry air at its margin was one element that sapped it of its strength.  Storms change as a result of exogenous events.  Humans can also incorporate endogenous actions as change agents.

    Use Case

    Recently, I commented on a LinkedIn post where the author was reminding recruiters that hospitality workers have great and transferable skills.  The example I suggested was around events.

    The traditional conference event sector has been hit hard by the pandemic with most conferences cancelled.  The toll on those employees and supporting contractors must be horrendous.

    However, there is a surge in online event like activity.  Many of the same activities for in person conferences are the same.

    The program must be developed and marketed.  Speakers, panelists, participants and others must be recruited.  Wouldn’t those sales, planners and others from the traditional sector bring immediate and significant value to the digital venue?

    The power of change is within all of us.  Govern that engine properly and your pressure differential will nullify.

    What’s Your Change Plan for these Transformative Times?

    For More Information

    Please note, RRI does not endorse or advocate the links to any third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 the week of September 14, 2020.  Check Out this timely event and contact the organizer for access to the presentations!!

    You can contact this author as well.

  • MVP: A Case of Failure

    MVP: A Case of Failure

    Not as Easy as it Seems

    When transforming this website to the Word Press platform, this author accepted the “wisdom” of various online sources and used a so called up and coming new Page Builder.  A huge mistake!

    After many failures and indeed public page lockups, I changed to a more established solution—the one used for this writing.  Over this technological journey, I was told by a number of support individuals to ‘deactivate’ plugins and troubleshoot from there.  While this sounds good on paper (or over chat call out), it does now work well when using this technology to run a business.

    Software Architecture

    According to Wikipedia, “the fundamental structures of a software system and the discipline of creating such structures and systems.  Each structure comprises software elements, relations among them, and properties of both elements and relations.  The architecture of a software system is a metaphor, analogous to the architecture of a building.  It functions as a blueprint for the system and the developing project, laying out the tasks necessary to be executed by the design teams.”

    The proliferation of Apps, Plugins and other products are a concern in any Open Source software development process that depends on a global set of independent development firms and individuals.

    As far back as the 1980s systems integrators decried the use of third-party memory cards in DEC mini systems.  The logic was that these organizations could not assure performance if these products were use.  To some extent they were right; however, in many ways it did not matter.

    However, when it came to service or warranty, It did matter.  If the system crashed because of a third-party product the user was on their own.  Loss of revenue and destruction of reputation remained with the customer and not the technology providers.  This was also my experience in 2020; some 30+ years later!

    These systems are not trivial; they are complex.  For example, the following diagram is taken from AWS Best Practices for Word Press. Does your provider manage to this level?

    Does It Matter Now?

    In an era of turn off your plugins to troubleshoot, I am not sure this doesn’t matter—point made above.  How can one run a business or even a personal ‘fun’ site if this error message appears after an upgrade?

    One fears that in the Open Source era Generally Accepted Practices for software development are not rigorously followed.  Imagine if GAAP (Generally Accepted Accounting Practices) were not followed?  Oh wait, do I hear Enron, MCI et al?  We all know how that ended.

    So, use a ‘free’ plugin to clean up short code.  Hopefully, the tech selected will refresh when the new ultimately happens and incompatibility will not be an issue.  If this your strategy—Good luck!

    Are You Betting Your Company on this So-Called MVP Model?

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

  • Next or Back to the Future?

    Next or Back to the Future?

    Current events may have us all longing for the ‘good ole days.’  Sounds good on paper but not something any of us can realize.  Nostalgia aside we all must continue to slog on.  It is after all a one-way trip and there is no Delorean to help us.

    The Challenge of Change

    People change all the time and we have covered this before in this series a number of times.  However, some change is not without transformational difficulties.  The literature is replete with case studies where organization/industry transformation failed and sometimes spectacularly.

    Depending on one’s perspective sometime during February or March of this year, the global population became generally aware of a new and potentially devastating pathogen.  Dramatic (even draconian) measures were taken, and we were all convinced of the potential for global devastation.  Global Stay-At-Home orders wrecked economies but most of us dutifully obeyed.

    As of this writing, in a world of almost 8 billion people, according to a credible source, Johns Hopkins:

    • Cumulative Cases; Less than 8 million
    • Deaths; Less than 500k
    • Recovered; Approximately 3.7 million

    Rarely, emphasized math suggests that there are approximately 3.7 million Active cases.

    For those of you in the US (~330 million) like I am, the math looks like this:

    • Cumulative Cases; Just over 2 million
    • Deaths; Approximately 116k
    • Recovered; Approximately 560k

    Active US cases are approximately 1.4 million.

    Credibility Factor

    We have been told Covid-19 Armageddon was at hand.  Hospitals would be overwhelmed, etc.  No Mask and now Mask.  Most show few if any symptoms.  Now asymptomatic will kill the elderly and so it goes.  This list of contradictory positions goes on and change is justified by our “New Knowledge” about the pathogen.

    So What?

    Now we are told a new wave is coming from Memorial Day celebrations, protests and more from the phasing out of the lockdown.  How is the population reacting to these new pronouncements of doom?

    By engaging in normal human interactions.  Mask free in many cases to the chagrin of the medical experts.  One expert suggested that the United States does not have a coherent Covid-19 national policy.

    From my high school Civics, class, ”Enumerated powers are specific powers granted to Congress by the United States Constitution.  The framers of the Constitution wanted to ensure the new federal government would not become an overreaching entity that might subject the people to the oppression from which they had fled.  To that end, they listed, in Article 1, Section 8 of the Constitution, the authority over certain specific things.  Authority over every issue not enumerated, or assigned to Congress, is reserved for the individual states.”

    My interpretation, States are the governing body for most activities including a pandemic.

    Therefore, each state is charged with managing this process within federal law, taking guidance from resources such as the Center for Disease Control.  This is 200+ year-old policy.

    Failure to Launch

    In recent days, this writer has encountered numerous individuals seemingly in violation of the tenets of Covid-19 response.  After months of predicting the end of human interaction as we have known it and in the face of numbers that just don’t add up, we are told it isn’t over yet.  Seemingly entrenched positions prevail although data and subsequent rationale are fungible.

    Lessons Learned

    Much is being said about fundamental changes to industry, i.e., oil and gas, airlines, and others.  Societal change is presented as fait accompli and the time is now!

    The history of transformation does not support these hypotheses.

    Sustained change requires significant ongoing energy from catalysis.  Not the continuation of exogenous events but continued commitment to answer the What’s In It for Me question we all ask when confronted with a new model.

    Current events will fade and life as we knew it will likely continue.  To be sure, there will be some change but disruptive transformation in the social fabric pundits are predicting are unlikely based on the past and typical human behavior.

    How will You Assure Transformation is Sustained?

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 on April 9, 2020.  The summit will be offered again soon.  Check it Out!!

    You can contact the author as well.

  • Agility, Resiliency, Sustainability

    Agility, Resiliency, Sustainability

    In a recent Harvard Business Review, I was struck by an article about Best Practices for small businesses.  From that piece, “To successfully navigate Volatile, Uncertain, Complex and Ambiguous (VUCA) challenges like Covid-19, family business leaders can look to best practices from another organization that specializes in VUCA situations—the U.S. military’s Special Operations Forces (SOF)” (emphasis added).  There are a lot of good ideas in the article that organizations can implement immediately.  Moreover, we have long recognized that properly vetted and adjusted as necessary, Best Practices from others can add significant value to organizations in other industries.

    Out of the Darkness

    It is easy to be overwhelmed these days.  Mildly put, most if not all organizations were thrown into chaos in less than a month.  Depending on your business you are either partially operating or still waiting to open-up.

    Regardless, how you work in June will be different than early March (~60 days as of this writing).  Traditional recession management and recovery techniques may not be applicable this time.

    There are lots of ideas about how to use technology going forward.  Digitalization, IoT, IT-OT, among others are hawked as THE solution.  Problem is, it is not that simple, and it takes time and money to implement.  Many midsize firms do not have those privileges/resources.

    There are a lot of actions most organizations can take without major CAPEX investments in time and money.

    Years ago, we recognized that certain industrial sectors, particularly those with a high-risk profile such as energy or others deemed to be part of Critical Infrastructures face unique challenges.  Some have a tendency towards incremental change or even the status quo.  Change is often slow with setbacks.

    Moreover, for every major firm there can be thousands of organizations in the supply chain ecosystems all of which must work well if total costs and profitability for all are to be effectively addressed.

    This seemingly daunting task yet it need not be.  There is a solution set available that can help organizations manage through this dark period and into the light, thriving.

    The mission of The Rapid Response Institute is;

    “Helping Clients Achieve Organizational Agility, Resiliency and Sustainability”

    To that end, we have developed solutions, methodologies, and tools enabling enterprises of all sizes to not just survive but thrive after disruptive events.  Much of this is either free or at low cost.

    Rapid Response

    In our 2009 White Paper, Rapid Response Management: Thriving in the New World Order we posited our new approach to managing your business.  “Rapid Response Management (RRM) is an organizational construct or mental model that enables the organization and its key partners to rapidly sense changes and respond accordingly–quickly.  While it maximizes the effectiveness of management knowledge to address change, it is not simply gut feel.  Rather it is a simple yet sophisticated, methodical paradigm any organization can quickly and inexpensively implement.”

    RRM is a creative and well documented method for running your business.  The thinking was well advanced by 2009 and has been further ‘stress tested’ over the past decade.

    We have updated RRM with our Operational Excellence Platform and interested readers are invited to check that out as well.  Our offerings are designed to help our clients get through crises such as Covid-19.

    We are updating this white paper and it will be available as an e-book in the near future.  If you would like to reserve a free copy, Contact us.

    We are here to shed some light during this dark period.  For no cost, no obligation discussion contact us.  We can put decades of experience dealing with business cycle adversity on your team.

    Feel like your trapped?  You’re NOT!

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 on April 9, 2020.  The summit will be offered again soon.  Check it Out!!

    You can contact the author as well.

  • Disrupting Disruption!

    Disrupting Disruption!

    Let me understate, ‘working in the petroleum sector has always been challenging.’  Now we find ourselves in a major economic downturn caused by a Covid-19 pandemic and aided and abetted by an international crude oil price war.

    Once again, many thousands have lost their livelihood and possibly not return to a similar job as the industry consolidates and restructures both organizationally and operationally.  However, much has changed and for the better since this writer first experienced a major retraction in the 1980s.

    Back in the day, choices then included sending hundreds of hardcopy resumes hoping the right person would find/like it out of an overflowing inbox or leave the sector and look for better pastures.  Collectively, impacted individuals tried both.  Certainly, there was not a feeling that we were in command of our destiny, even if we knew someone who could help us.

    Today, we are the Master and Commander of our voyage!

    I See Things

    Visions of armies of energy workers becoming software programmers are probably hallucinations.  Some might but many will not have the ability, temperament or interest in such a feat.

    There are always winners and losers in any disruption.  Already, there are signs that the traditional retail sales processes are accelerating on a path they were already on.  Upscale restaurants now feature ‘take out.’

    Some who once worked for manufacturers, oil producers and other core companies will most likely find new careers with suppliers to those firms.  This may be especially true of supply chain, business process and technologies such as IT and engineering.  For example, operators will look to Subject Matter Experts (SMEs) and qualified suppliers to implement their Digitalization business models.

    Those with technical skills such as Science, Technology, Engineering, Mathematics (STEM) will be in demand for both recall to older business models but more likely to enable new ones.  Other emerging energy sectors include renewables and their derivatives.

    Entire, global business models are under scrutiny and change is inevitable.  Older sluggish companies will be replaced with new agile entrants.  Just look at how Amazon evolved from an online book seller to their current position.

    How to Disrupt

    What if I want to strike out?  For those who feel alone and not sure which way to turn, there is help available right now!  As far as I know everything listed below is at no cost and RRI knows these resources directly—no third parties.

    • “Esri, the global leader in location intelligence, announced that it would provide free access to its ArcGIS platform and training resources to professionals worldwide who are impacted by work furloughs during the COVID-19 outbreak.
    • Do you have a great idea for an energy-based startup company, but not sure where to start? I am on the leadership team of the Global Energy Mentors and we provide free mentoring services.  Check us out and you do not have to reside in the Houston metro area!
    • Looking for help from the Small Business Administration and again, don’t know who to call? Let us know and will put you in contact with the Houston office.
    • There are other opportunities available where we can help you. For example, the BBL Ventures Energy & Industrial Tech Challenge and Eunike Ventures it’s Alliance Partners are seeking innovative technologies via our 2020 Technology Open Call.  There are others as well and to date, the Innovation and Acceleration sector remains active.
    • Got a quick question? Contact us for 30 minutes of free online/email consulting limited to the first 50 and perhaps more.  We know of numerous additional resources and hopefully can direct you.

    Moreover, almost anyone can develop an App about any subject or issue.  What’s bugging you for which there is NO App or other solution?  Guess what, you now the Subject Matter Expert in that field.  Search App Development for all manor of free or low cost tools and help.

    Changes of the magnitude discussed herein can be daunting but there is no reason for any of us to fail in this transformation.  When faced with few or no options in your current career environment—What do you have to lose?

    Why let this disruption control you?  You control it!

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 on April 9, 2020.  The summit will be offered again soon.  Check it Out!!

    You can contact the author as well.

  • Tumultuous Decade: What’s Next for Oil & Gas?

    Tumultuous Decade: What’s Next for Oil & Gas?

    April 20, 2020 marks the tenth anniversary of one of the most horrific incidents in the upstream oil and gas sector—Deepwater Horizon.  In addition to the tragic loss of eleven lives, the sector forever changed.  Immediate restructuring of federal oversight resulted in the establishment of the Bureau of Safety and Environmental Enforcement (BSEE) and their subsequent Safety Culture Policy.

    The industry changed too.  One of the first efforts following Macondo was the formation of the Marine Well Containment Company.  Its mission is to rapidly respond to Deepwater incidents in the Gulf of Mexico.  Subsequent organizations are also positioned around the world.

    Moreover, the industry embraced Safety Culture and continues to improve based upon Systemic Safety Cultures across organizational ecosystems.  These processes are incorporated into Operations Management Systems that incorporate SEMS as part of Operational Excellence Initiatives.

    In 2014, the sector faced another slap in the face with the collapse of oil prices, yet again.  Now it is the double whammy of the Covid-19 pandemic coupled with the price war between Russia and Saudi Arabia.

    Darkest Before the Dawn

    Each time the industry is forced to retrench, it follows a predictable pattern.  Reduction in force (layoffs), corporate restructuring and turning to technology are among the most common steps.

    This chart from the Federal Reserve Bank of St. Louis shows the employment levels for the upstream sector since the early 1970s.  One can make the case that the level of employment in the sector is flat at best.  One likely cause is automation and the extensive use of information technology to manage the business.

    Note: This chart is current as of March 2020

    In 1970, the US population was a little more than 205 million.  Now it tops 330 million.  This supports a hypothesis that the per capita employment by the sector is decreasing.  We expect this to continue.

    The Digital Oilfield marches on with the advent of IT-OT Convergence, Digitalization, etc.  This process has been underway since at least the late 1970s with the advent of the first computerized data acquisition systems.  Likely, much longer if one considers for example, the invention of electric well logging by the Schlumberger brothers in 1926.

    Certainly, other technological advances have contributed as well.  The often maligned fracturing the rock traces its roots back the beginning of the industry (circa 1862).  Contemporary hydraulic fracturing was started by Halliburton in 1949 and shale ‘fracing’ by Mitchell Energy & Development Corporation during the 1990s.

    While we have not done the detailed research, historically oil companies have outsourced to engineering firms, IT companies and others that provide a service as opposed to full time employees.  Today’s disrupted employees may find better careers in the emerging sectors that support petroleum operations as well as other sectors.

    Schumpeter’s Creative Destruction is a work in ‘the patch’ today.  A lot has happened in the Deepwater Horizon incident.  Here’s to calmer waters this next ten years!

    How Are You Positioning Your Career to Capitalize on Disruption?

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 on April 9, 2020.  The summit will be offered again soon.  Check it Out!!

    You can contact the author as well.

  • Home Base During a Crisis: ‘get up, clean up, and dress up’

    Home Base During a Crisis: ‘get up, clean up, and dress up’

    In the middle of a global pandemic, all of us who can are advised to work from home.  Many of us have worked remotely for a while now.  Whether traveling, dealing with sick children, avoiding traffic or dealing with a natural disaster remote management has become part of our business DNA.

    Yet, this pundit was a bit surprised at some of the social chatter about working from home for extended periods.  After all, I have been working remotely for decades.  Turns out, these fears have a basis in fact.

    It appears there are two culprits at work here.  First is our individual behaviors and secondly, there are serious productivity concerns.

    First Culprit

    A day or two, here and their remote working is fine.  Things can change however; when it becomes a way of life and not everyone is well suited to labor this way.

    While it all sounds good on paper, working as an individual remotely is a difficult thing to do.  Humans are social beings.  Most of us need to interact with others; daily.

    The concept of working in my ‘underwear’ is not sustainable.  Like all aspects of life, a structured process is required.  First of all, ‘get up, clean up, and dress up.’  This is not the weekend where you check the odd email or holiday where you do the same on a beach with an umbrella drink.

    It is your job, the source of your income and often self-worth.  The risks to both of these is high when working remotely.

    While not directly on this topic.  This is one of the best videos on motivation and focus.  Well worth your time to view it.

    Working at home requires discipline as well as your ‘in office’ work ethic.  Challenge will be to sustain this effort.

    Second Culprit

    Some sectors such as Information Technology have encouraged its employees and contractors to work from home on a permanent basis.  This was long ago considered dogma.  Except that sometimes it does not work.

    In 2017, I noticed that IBM was ending its ‘work from home’ policy for many workers.  In their statement at the time, “In many fields, such as software development and digital marketing, the nature of work is changing, which requires new ways of working.  “We are bringing small, self-directed agile teams in these fields together.”  Has anything changed in less than three years?

    Further confirmation of this model can be found with most of the technology innovators and accelerators today.  Often accused of selling real estate these mostly for-profit enterprises claim that working together in a centralized environment encourages collaboration and cross pollination of ideas.

    This is the current common business model for start up organizations around the world.  In the minds of many, it must work and add value to the creative process.

    Another New Normal

    Is this a paradigm shift or just a short term inconvenience?  Reality, probably a bit of both.  E-learning has been growing and this may give that sector a boost.  Software development, the presumed online job, maybe not so much.

    While it is likely that Structural Dynamics are at work the current covid-19 situation.  Our Relationships, Behaviors, Conditions (RBC) model is a useful tool going forward.

    We are changing your blog model for the near future and will be developing this issue in more detail and offering actionable solutions.   In subsequent posts we will develop this further.

    In the meantime, if your challenged by the requirement to work remotely contact us for no cost, no obligation mentoring.

    How is Your Organization Assuring Productivity Remains During the Crisis?

    For More Information

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

  • To KISS or Not?

    To KISS or Not?

    According to legend, the term KISS or ‘Keep It Simple, Stupid’ was coined by Kelly Johnson, lead engineer at the Lockheed Skunk Works and noted by the US Navy as early as 1960.  Subsequent phrases such as ‘Less is More’ followed.

    At first glance, it makes sense not to overly complicate a product, process or project.  Certainly, a non-technical audience such as senior management will need to the issue and risk management strategy explained in terms they understand.  However, in our search for Red. Yellow, Green ratings are we overly simplifying complex environments?

    Albert Einstein is created with saying, “Everything should be made as simple as possible, but not simpler.”  This begs the questions, where is that line and how do you know if you’ve crossed it?

    One of the mantras of the High Reliability Organization Mindfulness is, Preoccupation with Failure.  This is not defined as with Normal Accident Theory, where failures are inevitable.  Rather, it is an understanding the modern complex systems one must be resolute in one’s focus on operational issues and rapidly move to normalize out of limit situations.

    In 2016 (and earlier) we made the case that after the Ebola outbreak in Dallas, the Public Health sector was resilient and that issue was contained quickly (links to all three parts of this series provided below).  In this writer’s opinion, this was not possible if the process was ‘worked’ at a too simple level.  Lessons learned from that and other contagion incidents may be useful combating Coronavirus Disease 2019 (COVID-19).

    The overused phrase, “failure is not an option” is the root of contemporary Operational Excellence business models.  In fact, failure happens but mitigating its impact and rapidly recovering are the hallmark of successful organizations.

    The graphic is a fractal.  From the Fractal Foundation, “A fractal is a never-ending pattern.  Fractals are infinitely complex patterns that are self-similar across different scales.  They are created by repeating a simple process over and over in an ongoing feedback loop.  Driven by recursion, fractals are images of dynamic systems – the pictures of Chaos.  Geometrically, they exist in between our familiar dimensions.  Fractal patterns are extremely familiar, since nature is full of fractals.  For instance: trees, rivers, coastlines, mountains, clouds, seashells, hurricanes, etc.”

    Our world is a complex place.  Processes and technologies must deal with that fact.  Successful risk management strategies must take Einstein’s wisdom into consideration.

    Does Your Organization Have a Robust Enterprise Risk Mitigation Strategy?

    For More Information

    The Three-Part Series Referred to in this blog:

    Please note, RRI does not endorse or advocate the links to third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

  • Hanging App?

    Hanging App?

    By one measure, the US presidential primary season is off to a rough start.  In a small state, counting the ballots became a challenge.  Wasn’t technology supposed to solve the problems of past confusions?

    Yet the mechanism seemingly failed—again!  How is this different from the Boeing Max 8 disaster?  In one sense it isn’t.

    Disclaimer:  The only information this author has on the recent electoral IT problem is publicly available and he is not aware of anyone involved in that process that he may know personally.  This piece is only an opinion about a technology issue.

    Technology Adoption Process

    App developers strive to get to MVP as rapidly as possible.  Wikipedia defines a Minimum Viable Product as, “A version of a product with just enough features to satisfy early customers and provide feedback for future product development.  Gathering insights from an MVP is often less expensive than developing a product with more features, which increases costs and risk if the product fails, for example, due to incorrect assumptions.”

    Speed is of the essence in software development.  Yet, a rapid time to market should not sacrifice adequate analysis and assurance the software is robustly ‘stress tested.’

    Apps are moving from simple tools designed to call an independent driver of transport or order a burger.  They are now integral parts of enterprise solutions with broad implications if they fail.  This changes the fundamental project development process and benchmarks for release.  This is true for all App developers, even if their employee base is one or the development process is outsourced entirely.

    Release Maturity

    Most new technologies start is some’s ‘garage.’  Whether Steve Jobs’ or 3M, the processes are ad hoc and getting a so-called ‘Alpha’ product is the goal.  Those third parties who accept and test it know their risks and exposure.  Such customers would never use that release in a production environment.

    Other maturity models include Technology Readiness Levels (TRLs) by NASA and the European Association of Research and Technology Organisations.  At a minimum, testing must assure it is fit-for-purpose and that the product can ‘scale’ to meet the expected demand.

    Technology vendors to ‘critical infrastructure’ sectors such as oil and gas often express exasperation at the sometime slow take up of new solutions.  Individuals that take excessive risks deploying new technology may literally be putting their career at risk as well as their critical processes.  Therefore, they tend to be risk averse.

    There are many examples of what not to do rolling out new technology.  This month’s primary election is just the latest.  The adage, ‘no one wants to make the front page of The Wall Street Journal’ has a lot of truth to it.  Make sure you and your customer get media coverage for the right reasons.

    How Do You Know Technology is Ready for Enterprise Wide Deployment?

    For More Information

    Please note, RRI does not endorse or advocate the links to other third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

    End Notes

      https://en.wikipedia.org/wiki/Technology_readiness_level

      https://therrinstitute.com/critical-infrastructure-sectors/

  • 10, 20, 30, 40, 50 or More!

    10, 20, 30, 40, 50 or More!

    The advent of 5 G so soon after 4 G—Humm.  What’s next?  How many G’s are there?

    In 1965, Gordon Moore put forth the construct that the density of transistors in integrated circuits doubled each year.  The so-called Moore’s Law has governed technology growth ever since.  However; over 50 years later, some argue that we may be far up that power curve.  One conjectures if the latter statement is correct.

    In 1899, Charles H. Duell then the Commissioner of US patent is purported to have said, “Everything that can be invented has been invented.”  Mr. Duell died in 1920 so he missed many of the ‘new’ things we now take for granted.

    Marketers tend to categorize in buckets; Boomers, Gen Xers, Millennials and so forth.  Do any of these labels matter?  Probably not.  The same is true for technology tags as well.

    Life, technology, knowledge et al marches on, just like it has throughout human history.  Will we see the advent of 50 G networks?  Most likely; with 100 G hot on its heels!

    Less we forget, the current version of the cell phone (iPhone and its equivalents) was first released in 2007.  Much has changed in the last 13 years and we can expect that arc to continue with disruptive new mobile technology crashing in at some point.

    Agility

    Most think of an ‘agile enterprise’ as information technology driven.  In this writer’s opinion, this is a narrow perspective.  The word ‘agility’ is defined in terms of power and thinking.  In other words, the ability to make good decisions with the capacity to implement them.

    In this hyper-technology environment, it is not the adoption of a particular rendition, but the capability to incorporate the appropriate new in an economic manner.  This is true whether the organization is an ‘early adopter’ or even a ‘laggard.’

    For decades, organizational strategy has been enabled by technology.  There is no reason to change that model with many G’s to follow!

    How Does Your Organization Ingest New Technologies?

     

    Enjoy this flash back to the 1960’s.

    For More Information

    Please note, RRI does not endorse or advocate the links to other third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

    End Notes

      https://en.wikipedia.org/wiki/4G

      https://en.wikipedia.org/wiki/Moore%27s_law

      https://www.dictionary.com/browse/agility

      https://en.wikipedia.org/wiki/Technology_adoption_life_cycle

  • Reflection: Are We Near a Digital Tipping Point?

    Reflection: Are We Near a Digital Tipping Point?

    Generally, this time of year humans are wont to look back on the closing year and assess the good and the bad, and dare I say the ugly?  We celebrate successes, review the not so successes, and what is left undone.  This process prepares us for the New Year’s resolutions that are often then broken.

    Today, we will see lots of stories on the accomplishments of the year, notables that passed from this life and other celebrations and questions about the waning hours.  In this piece, let us ask another question.

    The subject of the Man—Machine relationship has long been the subject of comment and speculation.  It remains so.  Where are we along this path?

    But as the march on a continuum towards the future, it is time to assess the level of Maturity of our Operational Excellence as a function of IT-OT.

    Challenges remain.  Recently, the Boeing’s Starliner space vehicle failed to reach its planned orbit.  The glitch is apparently in the capsule’s clock where a programming error misinterpreted the stage of the mission.

    News media reporting suggests that if astronauts had been on board, they may have been able to override the system and correct the problem.  This is an area we have addressed herein on several occasions.  When does the human act?  Recent articles include:

    The decision model whether to override the computer remains elusive.  Likely, it will for some time.

    In this writer’s opinion, it is currently difficult to develop an appropriate governance model for this emerging man-machine interface.  That said, the task is upon society and individuals and organizations must proactively engage.

    Not Just Digitalization

    There is much ado about the promise of digitalization and speculation about its ability to be a game changer.  One wonders how any technology available to all warrants such status?

    Since the advent of the Turing machine, circa 1936 and its enablement of the winning of Word War II (at least in Europe), there has been a level of trust in information technology that is not always warranted.  Today, how many of us will sit with our children in the backseat of a driverless automobile?

    Human factors must be considered when new technology models are put forth.  After all, humans still govern, right?

    Maturity Assessment

    Building on the CMMI and our own maturity model development methodology we put forth a set of constructs.  Beginning in 2004, when we released our Roadmap study.  It was one of the earliest, if not the first industry wide assessment of the so-called digital oilfield and guide for organizations to transform themselves with this enabling technological model.

    As part of that study we posited a maturity model that still has applicability for heavy industry and its use of information technologies to manage the business.  An updated version is shown in the following figure.

    For many organizations, Level 3 is satisfactory and accomplished the required.  One can argue that an airline autopilot would be at least Level 4.

    The current issues Boeing has with is space capsule and 737 suggests that may not be the case.  By the way, this is not limited to this manufacturer, others have similar issues as well.

    In the opinion of this writer, as a society we are at best Level 2 when it comes to digitalization.  What do readers think?

    Paraphrasing a famous election cycle quote, “It’s the software, stupid.”  Are we near a digital tipping point?  Perhaps not.

    Much work is yet to be done.  Fear not for the robots taking your job—at least for the moment.

    What is Your Digitalization Management Maturity Level?

    For More Information

    Please note, RRI does not endorse or advocate the links to other third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

    End Notes

      https://www.space.com/boeing-starliner-oft-fails-to-reach-correct-orbit.html

      https://en.wikipedia.org/wiki/Turing_machine

      https://therrinstitute.com/maturity-models/

      (2004, September). Roadmap to Enterprise Optimization: A Guide to the Impact of Information Driven Field Operations on the Petroleum Corporation.

      https://www.popularmechanics.com/flight/airlines/a26854898/plane-automation-crashes-incidents/

  • Safety Santa: Another Case of Operational Excellence Success

    Safety Santa: Another Case of Operational Excellence Success

    A year ago, it was the pleasure of this blogger to report that Santa Clause completed yet another successful global fulfillment process AND importantly, the process was in compliance with the US Federal Aviation Authority’s (FAA) regulations.  A great deal of progress since the advent of one red light on the nose of the lead reindeer!

    This year we are once again pleased to report that not only have the flying sled and its power plants remained in compliance with the FAA but has now taken additional steps forward.  Incorporating new technologies and processes, safety has been enhanced in the following manner:

    • Addressing Slips, Trips and Fails with new safety/skip proof landing gear
    • A new Confined Space program along with appropriate personal safety gear
    • An alarm Klaxon and Better Lighting
    • Enhance Safety Restraints such as airbags and an overhead guard
    • Extensive Head, Vision, and Hearing Protection systems
    • Better Work Place Violence technology enabled processes
    • A new Cargo Restraint system

    It looks like the arctic region of the Occupational Safety and Health Administration (OSHA) outreach program is having great success.  Interested readers are invited to review the above safety Infographic for further details and perhaps new insights.

    Simplified Business Model

    There are a lot of lessons herein for those who don’t live at a mythical north pole.  First, it seems that much if not all the safety improvements made are inexpensive and easily implemented.

    Next, change management and new policies appear to be welcomed by those affected.  Answering the, “What’s In It For Me” question when adopting new technologies.

    Management is also ‘walking the walk’ with employees by driving the sled and taking the same risks as the rest of the team fulfilling customer requirements, i.e., snow covered rooftops and chimneys.  One can argue that this entire team is the Customer Facing part of the system.  Finally, customers have high expectations that must be met, and late delivery is not an option—this project has a fixed deadline!

    Stakeholder Value

    With billions of children waiting and using a complex and global logistics system, this team does not disappoint.  Earlier competitors have long dropped off the map.

    So why with a clear monopoly does this organization still seek greater Operational Excellence with its transformational Safety Culture?

    Simple—safe and excellent operational performance is good business!  Less unplanned downtime increases the bottom line.  Few incidents increase morale and the bottom line.

    Fewer legal issues, regulatory matters, and so forth and so on positively impact the bottom line.  With such significant ROI, what’s a stakeholder not to like?

    Is Your Operational Safety on Par with Ole Saint Nick?

    For More Information

    Please note, RRI does not endorse or advocate the links to other third-party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

  • Lessons in Servant Leadership: What Did You Say?

    Lessons in Servant Leadership: What Did You Say?

    Watch almost any media talk show and the interviewer will often interrupt the guest trying to answer the question just posed.  This is such a common phenomenon that it is accepted behavior perhaps driven by ratings that come from on-air confrontation.  It is part of the culture!

    Why ask the question if you’re only going to impose your view in the middle of an answer?  Perhaps guests are just convenient foils.

    When briefing senior management, colloquial wisdom is to get to the point quickly and succinctly.  Words to live by and often put forth by this pundit.  Yet it is amazing how many of us violate the axiom by continuing to talk.

    Truly listening with all senses is a rare skill.  How often have we been in a situation such as a sales call when the customer is interrupted by members of the sales team?

    It is more difficult to close a deal when the preconceived notions of the seller override the buyer’s response.  Often in such a situation the client’s body language will give a clue as to her irritation when ‘talked over.’

    The Power of Listening

    So, you have made your pitch and are now sitting quietly waiting for the client to respond.  However, the so called ‘pregnant pause’ ensues.

    The overwhelming desire is to ‘jump in’ and say something to break the silence.  But how does that close a deal when an offer has just been made?

    Such behavior usually results in either prolonged negotiation or no deal.  The human inclination to talk can be irresistible.  A better behavior is to shut up and listen!

    Some research shows that good listening is beneficial to both employees and their organizations.  However, barriers to better listening include:

    • Loss of Power—The appearance of weakness or not in control of the situation
    • Takes Time and Effort—Daily time pressures may negatively impact on the work product
    • Fear of Change—The speaker must refrain from making ‘foregone conclusions’ until a response is articulated

    In addition to certain listening skills, a good listener must have the ‘intention’ to become one and resist the urge to interrupt.  This can become the framework for real dialogue and exchange of ideas and information.

    Getting to Yes

    In a TEDx Talk, the coauthor of the negotiation book, Getting to Yes discusses the value of listening in any human interaction.  The investment of less than 16 minutes of your time will be enlightening.  One suspects the almost 900,00 viewers would agree.

    Our inherent nature to ‘rattle on’ distracts us from our goals.  We recently discussed the value of understanding the difference between Wants, Likes and Needs.

    Truly listening and understanding your counterpart’s feelings (or deeply personal Needs) will unlock the key to getting a deal done—Yes!  This is a major component of  servant leadership.

    R B C

    Human (B)ehaviors in certain situations or (C)onditions establish (R)elationships between two or more parties.  We have been extending this construct for almost 25 years and it has broad applicability.  What kind of Relationship is established if one or more individuals do not listen to others?

    How Well Do You Listen to Your Colleagues and Family Members and Do They Listen to You?

    For More Information

    Please note, RRI does not endorse or advocate the links to other third party materials.  They are provided for education and entertainment only.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

    End Notes

      https://en.wiktionary.org/wiki/pregnant_pause

      https://hbr.org/2018/05/the-power-of-listening-in-helping-people-change

      https://therrinstitute.com/want-like-need/

  • Running Across an Open Field: Strategy for Disruptive Technology?

    Running Across an Open Field: Strategy for Disruptive Technology?

    Several weeks ago, as an amateur history buff, I was watching a documentary about World War I.  During one segment the commentator discussed the apparent fact that if soldiers refused to charge out of their trenches across an open field into the teeth of waiting machine guns they would be shot.

    The brutality of such a command by (so-called) leadership is appalling.  It may have been one thing for Alexander the Great’s armies to engage in open battles with sharp pointed objects as weapons.

    It is quite another for General Pickett’s infantry at Gettysburg to charge cannons and 50+ years later to repeatedly try the same tactic (by both sides) at horrific costs.  Generals always fight the last war, so the saying goes.

    This blog is not about some of history’s follies, it is about learning so as not to repeat the mistakes of others.  These lessons apply to readers’ daily business world as well.

    When New Technology is Deployed

    New disruptive technology can tear the societal fabric.  Some old jobs and companies disappear, and new ones thrive.  This process has been repeated since antiquity.

    Our culture is having this dialogue today regarding digitalization and its suite of technological driven change, i.e., Blockchain, AI, etc.  Principal issues that must be addressed include Human Factors Engineering (HFE).

    “HFE places the human operator at the center of the complex operating environment.  HFE recognizes that this individual or set of individuals is the puppet master and is responsible for the entire show.”  In other words how do we interact with the new technological reality.

    Reliable and valid HFE is the key to successful digitalization initiatives.  It will be the vital to whatever is next as well.

    Tyranny of the Minority

    From political science, “For centuries, theorists have worried about the potential of unrestrained democracy to lead to a tyranny of the majority, in which majority groups ride roughshod over the rights of minorities.  What we often see today is instead a kind of tyranny of the minority: a system in which a particularly extreme and motivated fraction of the populace can wield outsized power in the face of a majority which is either too indifferent or too scared to oppose it,” (italics added).

    In most organizations, there are fewer leaders than those who fabricate a ‘work product.’  The responsibility of leadership is to set the vision, mission and goal as well as enabling the organization with the tools and support necessary to reach targeted stakeholder value.

    But what if this minority group is the slowest to come to grips with disruptive forces?  In the face of newness, they may ‘keep doing what they have always been doing.”  In such an environment, the organization will likely not reap the same reward as in the past.

    Does too indifferent or too scared describe your organization’s ecosystem workforce?  One suspects It would be good to know.

    Fast Fail

    In our last blog we discussed the rapid assessment of technology and when to drop it if it does not appear to be working out.  Perhaps, we should treat managerial processes the same way.  After a horrific and visible failure in leadership, conceivably one preserves best by looking for alternative?

    If charging head long across an open field leads to disaster, why keep doing it?  While a counter argument might be that we had no tools to defeat those equipped with the new technology, to this writer, that logic is suspect.

    Flanking an enemy’s line or using guerrilla tactics, et. al. are as old as human confrontation.  Unconventional warfare has a long record of documented success.

    The business lexicon is loaded with military terminology.  We often speak of business as if it is warfare, when of course it is not.  There are lessons to be learned about human and organizational behavior, however.

    Decades ago, the concept of Guerrilla Marketing was the rage.  With the advent of social media, it has advanced, and the methodology is available to all.  Huge budgets and massive media campaigns are no longer necessary.

    Head-to-Head the biggest ‘guy’ usually wins.  So, if you’re not him/her, DON’T DO IT!!  However, the small mammals may displace slow moving dinosaurs.

    Agile is not an IT term.  It should be the state of mind of leaders at all levels.  To charge across the open business landscape into technology designed to destroy your organization remains folly.

    How Are You Leading the Charge into the Future?

    For More Information

    Please note, RRI does not endorse or advocate the links to other materials.  They are provided for education and entertainment only.

    See this 3:15 minute clip for more information on living in a World War I trench.  Pathetic way for leaders to force those under their command to live.

    For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

    You can contact the author as well.

    End Notes

      https://consult2050.com/job-disruption-due-to-digitalization/

      https://therrinstitute.com/wp-content/uploads/2018/10/HRM-in-Process-Industries-Sustained-by-Human-Factors.pdf

      Ibid.

      https://areomagazine.com/2019/04/02/the-tyranny-of-the-minority-and-how-to-prevent-it/

      https://therrinstitute.com/lessons-from-the-seventies/

      https://en.wikipedia.org/wiki/Guerrilla_marketing

  • Lessons from the Seventies

    Lessons from the Seventies

    At lunch the other day and for whatever reason, the history of the 3M Post It Note became a subject of our conversation.  This technological marvel unveiled in the 1970s is still widely used today.

    As with other new or disruptive technologies, the ‘sticky note’ was panned at first and for some time.  According to Wikipedia, the technology was first developed in 1968.  It was not until 1974 that it gained some internal company support.

    When finally introduced in 1977, the pilot results were unsatisfactory.  However, things started to change in 1978 when a small (focus) group of consumers were positive about the product.

    The United States roll-out began in the spring of 1980, followed by Europe and Canada in 1981.  A bit of trivia, the reason it was originally yellow was because yellow colored scrap paper was readily available at its inception.

    Earlier the day of our lunch meeting, a discussion revolved around how long it might take an idea to become a fundable start-up company.  Several participants argued that with proper guidance, the process still might take up to two years.  This pundit argued that many entrepreneurs would see that as too long and become disinterested.

    The legacy of the Post It Note suggests that this pundit might be incorrect.  The lowly sticky note did not even begin its journey to become a Unicorn until twelve years after its technology was discovered.

    In 2015, we penned a blog, Titans of the 1940s Today.  The basic premise of that piece was when commenting about the Internet of Things (IoT) and its complexity, individuals such as Richard Feynman and John von Neumann (father of the 1945 computer architecture that is the basis of modern computing) had developed solutions for today prior to this author’s birth.

    We stand on the shoulders of these and other giants.  The challenge of every generation has been to build on what those who came before advanced.  So it remains today!

    Body of Knowledge

    Human kind has developed a rich body of knowledge in all areas of endeavor.  It is readily available for entrepreneurs as well as those employed by all types of organizations.  This knowledge base has been addressed in this blog and other writings by the author.  Interested readers are invited to review my blogs and newsletters dating back to the last century.

    Our march through history provides all of us a ‘go-by’ that can shorten our learning curve.  One example this author often cites is the depth of historical knowledge of management.  Contrary to many gurus, humans have managed others and processes for many millennia.

    Fail Fast, Fail Often?

    If 3M or Feynman et al practiced this technology development model as most interpret it, our world might be a lesser place.  Give up and move on to the next?

    One interpretation suggests, “Originating from Silicon Valley and its ocean of start-ups, the real aim of “fail fast, fail often,” is not to fail, but to be iterative.  To succeed, we must be open to failure—sure—but the intention is to ensure we are learning from our mistakes as we tweak, reset, and then redo if necessary.”

    This same article goes on to state, “Thomas Edison, by example, ‘failed’ 9,000 times before he was successful with his light bulb invention.”  Perseverance can be a lonely quality!

    Don’t lose heart.  Great ideas abound but must gestate.  It is often said that we find our soulmate when we least expect to—I know I did.  Progress is an iterative process fueled by creativity and critical thinking.

    Is Your Idea a Unicorn Waiting to be Born and Mature?

    For More Information

    Please note, RRI does not endorse or advocate the links to other materials.  They are provided for education and entertainment only.

    You can contact the author more information as well.

    End Notes

      https://en.wikipedia.org/wiki/Post-it_Note

      https://therrinstitute.com/wp-content/uploads/2018/10/Titans-of-the-1940s-Today-April-20-2015.pdf

      https://therrinstitute.com/wp-content/uploads/2019/10/1993-Management-Theory-Evolution-Not-Revolution.pdf

      https://www.forbes.com/sites/danpontefract/2018/09/15/the-foolishness-of-fail-fast-fail-often/#1db35b0e59d9

  • Your Career at the Speed of Light: Or Faster?

    Your Career at the Speed of Light: Or Faster?

    As a physics student in the 1960s, I and others became fascinate by the hypothetical particle that travels faster than the speed of light; the Tachyon.  Then and to date, this particle/theory has not been found/proven.  Conventional wisdom remains that traveling faster than the speed of light is not possible.  Sorry Star Trek.

    Moving on, this became only an interesting idea with little thought on my part.  Other career/life issues seemed more pressing.  That is until recently.

    I found it fascinating to learn that the diameter of the universe may be over 93 billion light years.  Quite a feat for a physical entity thought to be only 13.8 billion years old.  This dichotomy is explained by a period called Inflation whereby the its expansion appears to exceed the speed of light boundary.

    NASA/WMAP Science Team - Original version: NASA; modified by Cherkash
    Source:  NASA/WMAP Science Team – Original version: NASA; modified by Cherkash

    If the space time continuum can be impacted, can we actually (hypothetical for now) reach warp speed and bend our perception of the physical universe?  Interesting idea but why does that matter to me?

    Outside the Box

    There is a great deal of conventional career wisdom, including some from this pundit.  If our physical container has undergone a transformation outside of the current body of physics knowledge box, why can’t we?  After all, we are inhabitants of our universe.

    For some, their career begins early and can take off quickly, i.e., teen bloggers, child movie stars, etc.  For others, career inflation occurs later or even late in life.

    I recently commented on a LinkedIn post with this ancient Chinese proverb, “People who say it cannot be done should not interrupt those who are doing it.”  Could it be that an inflationary drive is part of the human DNA tracing its roots back to the Big Bang?  Thought-provoking!

    While a bit ‘tongue-in-cheek,’ the points raised herein suggest that we too can accelerate our lives and careers in a positive manner regardless of conventional models.  So why wouldn’t you?

    What are You Doing to Energize and Inflate Your Career?

    For More Information

    You can contact the author more information as well.

    End Notes

      https://cosmosmagazine.com/physics/can-faster-than-light-tachyons-explain-dark-matter-dark-energy-and-the-big-bang

      https://futurism.com/how-can-the-diameter-of-the-universe-the-age

      https://quoteinvestigator.com/2015/01/26/doing/

  • I Hate These Things: Why Does This Always Happen to Me?

    I Hate These Things: Why Does This Always Happen to Me?

    We have long argued that people will change if they understand the new idea/technology value proposition—what’s in it for me?  For some, this question is more difficult to answer than others.

    Moreover, we are all stuck!  This age of digitalization may pass a few ‘off the grid’ hermits by, but for the rest of us there is no turning back.  So, what if I hate these computers and they never work as they should?  What’s a person to do?

    All of us have expressed some frustration with technology.  It doesn’t work well.  It does not appear that Human Factors were considered in the development process.  Various ‘Screens of Death,’ and so forth and so on.  Of course, glitches occur at the least opportune time.

    Turns out this frustration with technology is understood.  Dystechnia is defined as, “A barrier to organizational performance—a condition of flawed or failed efficacy in the use, deployment, or logistics of technology.”  Akin to other disorders of capacity, i.e., dyslexia it is basically the impairment of the ability to control a skill.

    In other words, the inability to manage a Condition.  This becomes a reason to resist technological advancements as ‘nothing is in it for me.’  In fact, it makes my life worse!

    The Technology Acceptance Model (TAM), circa 1989 addressed two perceptions driving adoption Behavior, ‘Perceived Usefulness’ and ‘Perceived Ease of Use.’  The what’s in it for me question.

    To change the Relationship that individuals have with technology, management must understand that those who resist may exhibit two traits:

    • Impaired capacity to apply the ‘new’ to daily tasks
    • Perception that it does not help them

    Those regular readers of this blog are aware of the R B C model (Relationship, Behavior, Condition).  From our Cross-Cultural Serious Game, the model was originally developed to address issues around cross cultural (international) negotiation processes.  Relationships are the focal point of this perspective, reflecting commonality of interest, balance of power and trust as well as intensity of expressed conflict.

    Behavior in this model is defined as a broad term including multi-dimensions and intentional as well as unintentional.  Finally, Conditions are defined as active and including circumstances, capabilities and skills of the parties, culture, and the environment.  Of course, time is a variable in this model as well.

    One key feature of the R B C Framework is its emphasis on interactive relationships while providing an environment for multiple levels of behavioral analysis.

    This makes it a useful tool to better understand technology take up resistance.  As with any forensic assessor, once we understand the Structural Dynamics we can implement approaches that will resolve efforts to thwart the ‘new.’

    How Does Your Organization Overcome Resistance to Change?

      https://www.urbandictionary.com/define.php?term=dystechnia

      https://en.wikipedia.org/wiki/Technology_acceptance_model

      www.rri-ccgame.com

      https://therrinstitute.com/wp-content/uploads/2017/10/structural_dynamics_-__version.pdf

  • Resolution: Celebrating a New Operational Start–One More Time

    Resolution: Celebrating a New Operational Start–One More Time

    It is hard to believe we are now 19 years into the century.  Seems like only yesterday we were worried whether the lights would stay on at Y2K.

    Each year many of us promise to do better at a list of things, some personal and some professional.  Some days or weeks later, some or all of our resolutions go unmet.

    For many heavy industry sector firms, January 1st is also the start of a new fiscal year.  New budgets will be released, and management will extol their workforce to meet new (possibly stretch) targets.

    If the equity markets are a barometer of things to come (leading indicator), then the Conditions organizations will find themselves in will most likely be volatile and some segments may even face significant challenges.

    For example, WTI crude oil closed on January 4th at US$ 47.96/bbl.  Some are bullish on this sector, with an expectation higher prices in the future.  History has shown this faith may not bear out.

    Regardless, organizational Behavior will need the flexibility to adjust in a process relevant time frame as conditions change.  The resulting Relationship with the firm’s ecosystem is a function of the behavior in the conditions or market circumstance.

    In other words, the R B C Framework is applicable in our everyday corporate life.  Why is this important?

    One way to view the global marketplace is one of continual change.  Often purveyors of Change Management/Organizational Transformation present this as a point in time.  Statements about continuous improvement are seemingly afterthoughts.

    We have developed an Operational Excellence Platform, as depicted in the following figure.  Please note that it is built upon the R B C Framework.

    Since the nature of Relationships across the organizational ecosystem will continuously evolve based on the marketplace, it follows that maintaining Operational Excellence depends on these tree factors.  Safe and profitable operations on strong, positive relationships.

    How well does your organization understand the R B C Framework for its ecosystem?

    Further Reading

    The author and others have published extensively on this subject.  The list of appropriate articles and papers is too extensive to list here.  However, readers are invited to peruse Dr. Shemwell’s extensive list of blogs and publications.

    See our Economic Value Proposition Matrix® (EVPM) for additional information and a free version to build your own EVPM.

    For further information Contact Us.