First they came for the desks, and nobody said NUFFINK

What’s the DEFINING FEATURE of a bureaucrat?They have a bureau!

Or rather, a desk, cos we’re not French and thanks to Brexit no longer have to follow EU regulations on what we call our desks.

The bureaucrat has a desk. I’ve got one, cos I’m a bureaucrat. Take it away and what am i? Just some dude with a clipboard. Yes, i own a clipboard too, I went FULL bureaucrat for comic effect a few years ago, now I inhabit the role. Where does the bureaucrat end and the joke begin, nobody can tell. It’s a seamless piece of situationist art. 

Regardless, THEY’VE COME FOR OUR DESKS.

In common with loads of other public sector bodies that have had vast budget cuts to pay for bankers bonuses, we’ve had to shed office space and very soon will have a load more people working in our office. More people than actual desks. This situation will be met by the adoption of HOT-DESKING and AGILE WORKING

I’ve capitalised both these phrases on purpose, because like with LEAN, when this word hit our horizon very unfashionably late we also capitalised them, if not when written down then at least when saying them out loud. These are strange new words that are foreign on our lips. Probably Japan cos that’s futuristic. We don’t know what it all means but it’s all for the best.

I’ve heard conflicting definitions given as to what HOT-DESKING and AGILE working actually mean.

(I’m instinctively AGAINST the word AGILE. When I first started blogging eons ago and people started leaving comments on here i go to their Twitter account or their own blog, and see mentions of it. I still don’t really know what it is, but it sounds HOKEY. This is NOT an invite for people to leave helpful explanation​s.)
What’s really queer about this whole thing is how everybody knows the phrase “agile working” to be total nonsense, and yet we still keep using it, in very different ways.

 In personal 1-2-1 chats we put on a silly voice and do some kind of arm shake like a gibbon. “Oh, I’m agile [arm shakes like gibbon] working today, so I don’t have a desk”.

But in official channels, it’s used totally straight. 

In the end it means you don’t have a particular desk, but most days you have one, and if you’re unlucky on a few days you’ll have to scrabble round to find a spare one.

It works alright, cos people are off on leave or out for day, or working from home etc so it turns out not to be a disaster in the slightest. I’d call it more desk-sharing than AGILE WORKING though.

In the run up to AGILE WORKING we all had a massive clean out of desks and cupboards, keeping only what was “necessary”. I think you’re either a hoarder or a chucker. I’m a chucker so I LOVED this. Sod YOU retention guidelines, I’m off the leash.
One thing that’s odd is it DOESN’T MATTER. The incredibly important things from a long time ago that I certainly wasn’t allowed to chuck then, I’m encouraged to chuck now. Chucking stuff is fine cos we have to right now, and the bureaucrat’s innate tendency to caution and storing all things for future back-covering had been temporarily paused. It’s a lot cleaner too.

It also allowed me to chuck with gay abandon what is just not needed on voyage.

 I found a whole box of CDs with these labels on…

Archived reports!
Miscellaneous documents!
Be still my beating heart. BIN!

And these beauties….

Is been 7 years since I did systems thinking last with Housing Benefits, and 3 since the marble madness, there’s zero call for systemsy stuff here so… BIN!

Found a tube full of a collection of Vangrad posters that I used in an introduction to systems thinking. BIN!

In my drawer were…

I took these home, they’ve got a reprieve despite the misery they’ve caused. Not their fault, poor things.

I keep passing this abandoned chair everyday on the way to work. This has been brutally chucked out too.

It reminds me that once somebody bought it cos it was liked and wanted, and now it isn’t. It was of its time, and now it isn’t. Time’s moved on, as time by definition does.
I was saying to a colleague recently that I can’t recognise the person who typed such things as…

101 tactics for revolutionaries.

Aaaaaaand others like that. They were of a time, and that time has moved on. Now the contents of this blog are less about what to do to change things, and more to do with what is silly and wrong in an organisation, rather than any optimistic guff on what to do to change these silly things.

This is a recognition that the things required to change in organisations belong to top management, cos it’s the inside of their own heads, and that’s THEIR responsibility.

A weird thing about Demingy/Vangrad systems thinking is it’s about changing management thinking, but it’s very relevant to and approachable by anybody who works. It’s not like most management theories, it’s ABOUT work. So you can see it, in your daily existence, it isn’t only relevant to the executive on their strategic retreat. That’s obviously a good thing, KEEPING IT REAL, but also a bit dangerous cos it sucks in people with an interest in how work works, but without the power to do anything about it.  Essentially, the subject of this whole blog from end to end.

Now I can see how huge organisations are, and how much noise there is in them from transformation programmes and all the usual management gubbins. God knows how a manager COULD be dissatisfied and curious AND do all the usual stuff that’s expected, it’s too much. So I’m totally fine that during the time when I did that 101 tactics thing (above) that I was known as systemsy, and now I’m quiet about it and known for being a policy officer instead.
I like the anonymity of being a clipboard wielding copy/paster. I have nothing to do with performance, other than relaying numbers and text without it touching the sides. I see it around, but because the use of measures is formed by the mental model of work used in managing, it’s all very silly indeed, so best avoided.

I think this post is me fully embracing my loser-dom. Like in this piece here!

It says organisations are comprised of three layers…

The Losers like to feel good about their lives. They are the happiness seekers, rather than will-to-power players, and enter and exit reactively, in response to the meta-Darwinian trends in the economy. But they have no more loyalty to the firm than the Sociopaths. They do have a loyalty to individual people, and a commitment to finding fulfillment through work when they can, and coasting when they cannot.

I didn’t realise that was my allotted role, but now that I do, and have chucked the struggle against it, it’s a lot easier. I’m not saying that you should, cos there’s all sorts who read this blog, people right at the apex of the triangle even. I’m just acknowledging what’s been personally chucked along with the contents of my desk.

Posted in command and control, me doing it, purpose, systems thinking | Tagged , , , | 2 Comments

Vanity of vanities, all is vanity OR Why webstats don’t exist

I’ve been learning how to get data on our website usage from Google Analytics.

It’s very hard, both cos Google Analytics front end  is so badly designed and cos you need to learn how websites work. There’s lots of different things you can measure, do you want:

  • pageviews
  • unique pageviews
  • bounce rate
  • session duration
  • entrance
  • exit
  • source
  • and so on and so on and so on

There’s so many, so how do you choose? What webstats are important and should be collected and analysed, and what are not? Which staff should receive which webstats?

Then it hit me…

There’s no such thing as webstats!

They don’t exist.
Thinking of a website and THEN starting to think what you can measure is the wrong place to start.
If you start at the website and think “what can I measure?” or even “what should I measure?” then you will end up measuring activity and what people (i.e managers) think is important.

The typical webstats collected will be…

  • number of hits
  • number of page views
  • number of unique visitors
  • number of followers/friends
  • number of email sign ups
  • time on site

These have a name, they are…

Vanity metrics make you feel good.

The higher they are, the better. That is there only benefit, the ability to make you feel good.

“Ten thousand views! Better than 5,000! In fact TWICE as good!”

Vanity metrics cannot be USED. They don’t tell you the “now what?” answer. They just make you feel popular.

This is like call-centre stats. If you start off measuring the call-centre you get rubbish like the % calls answered in 20 seconds or the average handling time. These are measuring the call-centre but they AREN’T measuring anything the customer cares about or tells you how well they are being helped. In fact they can drive bad performance and create failure demand if they are targetted (as they are).

Webstats and call-centre stats do not exist. They are not things.

Just like any old measure in fact. There’s no such thing as housing measures, there’s no such thing as social care measures. There’s no such thing as planning measures, there’s no such thing as Housing Benefit measures. These all do not exist. They are not things.

What are things are your customers, their problems, and your organisation’s attempts at helping solve them. Measure these instead. Start there.

Start with a customer, find out their problem and what matters, then measure how well your system helps them with this. If this cuts across a website, then find out what you need to measure from that website in order to see how well you are helping your customer. This is totally different from measuring the website as a starting point, because you now have a proper question to answer, how capable are we at helping our customers. Not how many people click through our website. They could be clicking around angrily not finding what they need.

This is like starting with a customer need in a callcentre, find out how well you help them, not if they were answered in less than 20s and the call ended within 6 minutes. These are not things.

Actionable metrics are things that connect customers and your organisation. They create learning by showing what happens when you make a change to your system and whether that is good or bad for the customer and therefore your organisation.

Ultimately feeling good cos of hits/likes/visits/mentions are not important. If it is, you should be in the cute cat gif business. A very unprofitable business.

 

Posted in command and control, customer, data, learning, systems thinking, thinking | Tagged , , , , | 6 Comments

One more time… Why values are a pile of cobbler’s

This month I’m going to be handed a piece of paper with the Organisation’s​ new “Values and behaviours”, in my annual performance review.

So this means what I value and how I behave will change once I read what they’re to be this financial year.

This is of course total bollocks.

But this is how command and control organisations think. The theory seems to be that Things and People change because they’re in an official document, approved by senior leaders and cascaded through management hierarchy. 

Let’s say that the last time I was told what my new values were to be, that magically they actually changed to be these values. Let’s say that happened.

Let’s say there was internal commitment to these values, and let’s say that this changed my behaviour, and consequently my “performance” changed. Let’s say that happened.

So here I am, thinking and acting differently because the theory held true, that approved values issued through the annual objective setting process, took root and authentically changed me.

Then this financial year a new piece of paper tells me to drop the old ones and take up new values. If I dropped my authentic values like that, then they weren’t really real were they?

Any knowledge of humans you’ve gleaned over your life must tell you this is not how people think or behave. If they change authentically, this takes time, or some big life changing event. Not reading a document, or worse the side of a pen.

If Things and People changed like this, then command and control management works.

Because Things and People don’t change like this, command and control management doesn’t work.

The most important thing to remember about organisational values is….

If you change your values because a piece of paper tells you, then the old values and the new values were not really values.

Posted in change, command and control, psychology, thinking | Tagged , , | 9 Comments

How i learned to skip with Toyota

I do skipping at the gym. It looks like this.

I however do not look like this

But i want do be epic at skipping and make the rope go round twice.

Like this…

These are called “Double Unders”. So called because although you jump up once, the rope travels around TWICE. Hence Double Under.

These are very hard to do indeed. They are much more tiring than “singles”, and as you get tired in skipping, your rhythm goes off and eventually you stumble with the rope and the skipping stops.

At the gym I go to there are classes with a prescribed workout that everybody does. If skipping comes up it is always prescribed as double-unders, and there is always practice at doing double unders. If you can’t do them, you do normal “singles”. If it is NOT in the workout, then you don’t do them. So they are there or not there, intermittently. And if they are there, you’re trying to do them, but not in a consistent learning curve. In my case, not doing them at all.

So when they come up, it is very much…

I have been trying to do them for 2 years, without success.
Until I realised that I had merely been trying to do them, but I hadn’t been learning how to do them. There’s a difference.

Then one day the coach said this….

“If you want to learn double unders, it won’t work just hoping they’ll come, instead practice for 10 minutes a day. Then they will come”

So I did, I stayed behind for exactly 10 minutes a day after class. And then i saw this thing called “the five questions”, and then I had an idea, and I carried out the idea and here is a blog post all about it….

This is something called “the coaching Kata” from Toyota, allegedly apparently.
It comes from this man here, and this is what it is all about…

“Kata are small, structured practice routines or protocols. Through physical practice their pattern becomes second nature, done with little conscious attention.  Kata are typically for learning fundamentals to build on.  The goal is not the Kata themselves, which get used less as you grow more proficient, but the habits of thinking and acting that practicing them leaves behind.

An example is practicing to drive a car.  Once you can drive you don’t think much anymore about the routines of how to use the car’s controls.  You can now focus your attention on navigating the road and handle the controls automatically.” [link]

So those questions up top, they are a structured step by step practice routine to be followed explicitly and literally, until the practice of them is internalised. .

“They are stepping stones for anyone who wants to acquire new ways of thinking and acting. Kata make skill and mindset transferrable, which is particularly useful for developing an organizational culture. Practicing the routines of the Improvement Kata gives us a way to develop scientific thinking and acting.

Once you and your team develop the fundamental, scientific skill that practicing the Improvement Kata teaches, you’ll be able to develop your own style and apply it in the pursuit of many goals and challenges.”

Now I’m not a one for using foreign words in the workplace, it alienates and makes simple daily management tasks into something weird and esoteric, but “kata” has no obvious English equivalent. So kata it is.

I did the coaching kata to learn myself how to skip double-unders, and this is how it went. Yoda stands in for the imaginary coach that I dont have who is asking the questions, and I’m me….

 

 

And this is what happened, over time…

I’ve added the median in (3) and if we apply correct rules for checking for trends, then has there been a sign of an increase?

There’s only 7 data points, so this is possibly too few if this were a normal process being monitored. If it were, and i wanted to test my theory that i had improved due to doing the penguin jump then i would need to see a run of a certain number of data points.

However this is NOT a normal process being monitored. This is a record of skill acquisition that I know accumulates gradually, rather than jumps suddenly from one state to another. So i would expect to see a gradual linear increase like in the graph. So given i would expect it, and there it is, this is a match between my prediction and the outcome. Result!

Not only that, but on the last data point 25th April I did a whole workout unscaled doing double unders! Which was the actual purpose behind the target condition of repeated sets of 10.

This is a VERY DUMBED DOWN VERSION INDEED of this “coaching kata”. There is so much left unexplained, cos i couldn’t be bothered to type it, or cos i don’t understand it yet.
Despite the name don’t think of this as “coaching”. All soft skillz and middle management away days. Instead think of it as how to THINK systemsy wise. The keen eyed reader will have spotted PDSA in here. Check Plan Do. Any version you want, the Kolb learning cycle. What it is, regardless of how you name it, is a method of training yourself to think methodically. About making explicit your assumptions, about recognising and dealing usefully with where your knowledge of a situation ends and where ignorance, in its true sense, begins.

Posted in change, experiment, questions, systems thinking | Tagged , , , , , , , | 3 Comments

The man who mistook his wife for an actual change in performance

There was once a man who mistook his wife for a hat.

This is his wife.

From the TV programme “The Good Wife” actually

This is a hat.

Any old hat

He thought

Why did he think that?

He had a brain injury. The injury affected the way his brain processed visual signals. Looking at his wife, he saw a hat. It wasn’t something he could do anything about, his understanding of what he saw was damaged, physically.

Oliver Sacks wrote a book about him and patients like him, with bizarre neurological impairments due to brain injuries.  There was a patient who after an accident saw totally in black and white. A man who couldn’t form any memories after the late 1960s.

The essence of these stories is that people see with their brains. If what is inside their brain is telling the, “IT’S A HAT!” then they see a hat

They form the image and create the understanding of what they are seeing out there in the world using their brain not eyes.

I think this is like how people look at graphs and see totally different things.

Remember the performance reporting archetypes?

Not mine, Mr Davis Balistacci’s

These are the 6 patterns of any three numbers arranged in every order they can be, with the name used to describe it when people have to invent a fairy story around the shape these numbers make on a page.

For example, here is the fairy story around “the rebound”…


Name: THE REBOUND
What it looks like:

Commonly Interpreted: “An inexplicable decrease in performance in month 2 has been balanced with a rebound in performance in month 3 to ensure we are entering the next quarter with all our ducks lined up.”


Of course it is all total nonsense, inventing patterns and stories out of pure noise. It’s just what people do when faced with numbers or events, we first of all spot hey HERE’S something, and then say it is ALL ABOUT THIS!

It’s all very complimicated, making sense of the world without falling prey to silly ideas. This is why we invented numbers and statistics to help us.
Note: not do it for us, but help us to do it.

And sadly this is where people use numbers and statistics to muck it all up with THIS goddam awful thing….

The bleedin’ Add Trendline….

Just like Powerpoint is a failed substitute for telling a compelling story, so Excel can be a substitute for doing actual analysis.

We’ve moaned about this before, how a trendline added to some data like so…

capture

…can fool you into thinking that there is some kind of long range and continuing decline in Some Numbers.

When looked at using actual analysis, the data shows there are two different processes, both stable but with ONE step-change happening….

capture

 

The “add trendline” is a dreadful thing. If the performance archetype graphs, or one’s like them, go through a performance team, they might leave the other side with one attached to them….

This line purports to show….a trend!  It shows the way the dots are moving! The dots are going down! In the future the next dot will be even lower!

Take the same three dots in a slightly different order, stick a trendline in ET VOILA…
The trend is reversed! The dots are going up! In the future the next dot will be even higher!

I’m exaggerating for hopefully comic effect, but i see these sorts of things all the time. Excel is designed to put “analysis” just two mouse clicks away, for the unwary to click on.

However, stick these dots between two different types of line……

The lines represent the predictable upper and lower limits of the measure. We can see that the arrangement of the three dots now shows just meandering between these lines with no change in the underlying system that produces these numbers, because no change in the upper and lower limits…ie there IS NO TREND.

(Obviously 3 dots is too few to calculate upper and lower control limits. But it is also too few to make predictions from and that doesn’t stop anybody using trendlines to do it.)

This is how the unwary mistake their wife (some line pointing upwards) for a hat (an actual change in performance)..

They are looking at noise in all the wrong places. People are not idiots they “know” that there is random noise and movements in data. That not everything is signal. But what they don’t necessarily know is where this noise is, how to distinguish it from signal and even perhaps the mental model to map signal and noise onto.

Below is the same three dots with a trendline added or between some imaginary control limits. Look at the one below with the trendline added. The red arrows show the gap between actual data points and the calculated trendline.

This is assumed to be the “noise” between actual datapoints and some assumed “trajectory” that is taken to be…god i can’t believe I am typing this….the UNDERLYING  PERFORMANCE. uRRGH.

A different way of looking at the noise in the data is seeing the 3 data points in the context of the predictable performance of the system. What is predictable is that there WILL be noise, between these two lines. Within certain criteria there will be movement of data between the lines. This is a built in feature of all of reality, there is noise. And these lines help you understand where it is and therefore how to distinguish it from signal, true change of an underlying system.

In the chart above the blue arrows show where the noise is, between these two lines essentially. The three dots are relegated from “HERE’S THE NEWS! QUICK! THE LATEST DATA! WHAT’S IT SAY!!” to instead, “here’s some extra data, when we add these to the data and knowledge of the system already calculated from that data that we already have, does this tell us that anything has changed?

Or, in short, “anything we need to know?“.

I think this is a lot more useful than the incessant jumping around being fooled by randomness, mistaking wives for hats, noise for signal, jumping at every heartbeat of data. Heartbeats are predictable, they’ll keep on coming.

Data come in patterns. Notice the patterns they make, and look for any changes to the patterns.

Posted in data, experiment, measures, systems thinking | Tagged , , , , | 2 Comments

There are only 6 graphs you’ll ever see on a performance report and they’re all rubbish. Here they are.

This is Performance Cat, and she doesn’t like rubbish performance reporting.

And she definitely doesn’t like dumbass explanations for meaningless shapes in graphs…

One of the more adorable features of performance reporting in normal ordinary command and control organisations is the total inability to see signal through noise.
EVERYTHING is packed with meaning, every tiny twitch of a line chart, every minor bulge in a pie-chart, every spurt of a bar chart. Like a spurned lover obsessing over their exes Facebook page, every thing means something.

Take three numbers. Go on. I’ll do it too.

10, 20, 30

There are 6 permutations of these three numbers ( ignoring a number appearing more than once). Here they are in every order they can be in a line chart.

These shapes appear all the time on performance reports, but they are accompanied by something weird, an EXPLANATION. An explanation why these meaningless shapes, made out of pure math, are shaped as they are. They’re only actually shaped by random permutations, not anything to do with life’n’that. These shapes are the only shapes that these numbers can make when you’ve got 3 of them! This is it!

The explanations accompanying these squiggles are often exactly the same.

These are [drumroll] The Performance Monitoring Archetypes!

Name: THE UPWARD TREND
What it looks like:

Commonly Interpreted: “Performance continues to be SKY HIGH! We’ve built on our successes and the trend shows we will improve further into next quarter and beyond”


Name: THE DOWNWARD TREND
What it looks like:

Commonly Interpreted: “Performance has been disappointing. A downward trend of 3 months in a row have lead to a new management team who are currently addressing the root causes of performance and will be rolling out a robust improvement process to ensure a turnaround in the next quarter”


Name: THE TURNAROUND
What it looks like:

Commonly Interpreted: “The dip in performance in month 2 has been turned around by the strong leadership of the new management team, ensure we are going in to next month with a strong trajectory”


Name: THE DOWNTURN
What it looks like:

Commonly Interpreted: “Factors have combined to produce an unfortunate downturn in performance. A peak however in month 2 show we are maintaining our strong performance over the quarter.


Name: THE REBOUND
What it looks like:

 

Commonly Interpreted: “An inexplicable decrease in performance in month 2 has been balanced with a rebound in performance in month 3 to ensure we are entering the next quarter with all our ducks lined up.”


Name: THE SETBACK
What it looks like:

Commonly Interpreted: “There’s a small setback in performance at the end of the quarter in month 3, following the stellar success of month 2, but this remains higher than month one’s outturn.”


So there we are, a description of three dots relations to each other and a made-up explanation as to WHY they are in that order…hey presto, a performance report!

For the true performance connoisseur, what tops off the appearance of these is a trend line. A trendline, provided by Excel, sprinkles these turds with the glitter of a statistical validity that they do not deserve.

eg….

Take the last performance archetype, The Setback. With a simple linear trendline added from excel, you can now interpret these 3 numbers arranged in this particular order as showing that performance is improving, that it IS only a setback, and that next month you can continue to see higher numbers. Cos that line is going up, look.

This is of course total rubbish. However it is total rubbish that is being produced daily, weekly, monthly, yearly, with no end in sight. No special IT will make this better. This is not a technical problem requiring a technical solution. It won’t end with a more expensive and colourful IT application producing these shapes and words.

I don’t think it will end when there is a better understanding of numbers and statistics. Saying “these are only three numbers from which it is impossible to draw conclusions of future performance” is true, but pointless. There is a reason why people provide reasons and justifications for random noise and continue to be “fooled by randomness”, and it isn’t  mathematical ignorance. That is not the cause.

Typical hierarchical command and control organisations runs on a binary view of the world where performance is “good” or “bad”, this cause a binary view of the numbers themselves where numbers are “good” or “bad” rather than numbers that just ARE.

For example, the last known control chart in this organisation was several years ago, I should know cos I did it. It didn’t stand a chance because the environment is not conducive to it’s survival. Like putting a lemur 50 feet below the ocean, not going to work, it’s in the wrong place. For a control chart or similar approach to understanding performance to survive, never mind thrive, requires a curiosity and a wish to find out. What thrives in normal typical command and control organisations are the performance archetypes above, and Performance Cat will remain very annoyed indeed.

Please note the 3-numbers and the names i used for the “performance archetypes” are totally the creation and property of Davis Balistacci who is my new favourite, he came up with the arrangement of 3 dots and given them names, and all I’m doing is adding swearing and knob jokes and cat gifs. Go here for the real deal cos you’ll learn loads, I am. Hopefully he won’t get mad if he sees my cheap popularising. I’m referencing my steals!

Posted in data, information, leadership, questions, setting a numerical target is like..., statistics, systems thinking | Tagged , , , , | 4 Comments

If it’s too complicated to understand it’s probably total nonsense

I stand on the periphery of “improvement activities” going on elsewhere in the organisation.

I see things second and third hand through organisational gossip, i.e. people mentioning phrases or names of IT companies doing work elsewhere, somewhere. I’ve got no involvement in it thankfully though.

Despite working in a corporate position, i have no idea what these activities actually are, and when they’re explained, in reports or in person, i still don’t. They’re totally opaque. Just words without any seeming concrete activity behind them. I’m sure there is activity, all sorts of meetings and lots of workshops and theme boards. But it’s completely mystifying what any of it actually IS.

I think this is because they’re mainly IT projects. IT projects being a synonym for improvement projects in normal ordinary command and control organisations. And I’m not an IT professional, so why would i understand? I don’t.

But there must be SOME activities that aren’t IT projects, got to be, but any mention of these still are opaque and don’t reveal what they actually are.

This stands in total contrast to any actual improvement activities I’ve seen or read about. They seem to be REALLY straight forward. You find out what the customer needs, and you help them get it. That’s it. Everything is reorganised around that simple thing, the purpose of the system is to help the customer. Wherever IT appears it’s in the context of serving that purpose. Pulled in because it’s needed.

So i don’t think I’m thick. I think the scary thing could be that all these activities are just total nonsense. Money and time being thrown at services to make them more more complex, cos simple things are easy to understand. Adding IT rarely is a simplifying action if it is pushed, if it is leading the redesign then it’s mucking things right up with unneeded complexity and waste.

I’m thinking that if it’s too hard to understand, that’s because there’s nothing there to understand. There’s SOMETHING there, obviously, just not something worth understanding.

I’m not advocating some kind of Brexit/Trump style bonfire of ideas and experts. But the basics ARE simple.

Eat food, not too much, mainly plants. Move your body, don’t smoke, don’t over drink. That’s easy.

Don’t fight European wars on two fronts. Facebook makes you sad. Nature makes you happy. Dead simple.

Design your organisation so maximum value flows to the customer with minimal waste, and keep on improving it. Easy as.

Rule of thumb: if it’s complicated, it’s​ probably rubbish. If it’s simple, at least you can tell if it is sooner.

Posted in clarity of purpose, command and control, public sector, systems thinking | Tagged , , | 1 Comment