Fail fast, fail small, learn, and move on
Joseph F Paris Jr
Nobody likes to fail. Failing causes us embarrassment. Failing bruises our ego. Failing might be a dark spot on our performance assessments. All we have to do is reflect on our childhood for when we failed and how poorly we felt. Even if our parents did give us encouragement, we still felt bad about failing. Let’s face it – failing sucks.
Family Conflicts = Business Crisis
By Gary Brooks
Failure to address unresolved intra-family conflicts will affect performance of the family business. Likewise, crises within the business exacerbate intra-family disputes.
Conflict in family business is heightened during times of economic challenge and transition. Typically, when a family company fails, external forces are not the main cause. Estate planning preferences, tax policy, lack of adequate succession alternatives and unresolved intra-family tensions often hasten the firm’s demise.
The Global Back Office and Operational Efficiency Summit
November 17-18 , 2016. Frankfurt, Germany
The dynamics of
market is changing extremely fast making every business a struggle for both business owners and customers in different dimensions. In such circumstances being at the forefront of Operational Efficiency and Technology Innovation is an inevitable. It provides leverage and plays a huge part in successfully increasing performance to sky rocket revenues, manage cost-effectiveness and provide new customer experience to drive sustainable growth and development
Operational Excellence in Manufacturing
December 06-07, 2016. Chicago, USA
Operational Excellence is about executing business strategy more consistently and reliably than your competition. It’s about developing and sustaining a culture of continuous improvement, with all of the successes and failures along the way.
Join us this December in Chicago and hear from some of the best and brightest Operational Excellence executives in the manufacturing community.
How metrics can drive bad behavior?
We all establish once in a year the objectives for our employees in order to improve the overall company results continuously. Therefore metrics are identified which are measured during the year and which tell us how well our employees have been performing.
However how sure are we that the overall company results are really improving when individual objectives are met or exceeded?
Is there any chance metrics are driving bad behavior with an inverse impact on the overall company performance?
It’s all fun and games until… you hit a Nash equilibium. JP and Antlerboy explore the games people (and organisations) play, going from Stratego to politics to framing, re-framing, and how to challenge the rules of the game. If that sounds a little dry, wait ’til you hear our crazy audio problems – Benjamin’s never-ending quest to purchase better recording equipment goes, as ever, arse over tit.
Hosts: Joseph Paris, Founder of the OpEx Society & The XONITEK Group of Companies Benjamin Taylor, Managing Partner of RedQuadrant.
Increase Quality, Increase Velocity – in Finance
, a famous bank-robber during the mid-1900’s, was once asked why he robbed banks. Willie responded, “Because that’s where the money is.”
Contrast that with a commercial on television I saw, several years ago (perhaps it was even in the 1990’s) from a major American bank. The President of the bank was speaking to the camera and said, “Last year our bank processed over 10 billion checks accurately”. He then immediately corrected himself and said, “Actually, our bank processed one check accurately last year and then repeated the process over 10 billion times”. I am sure he did not realize it at the time, but he was directly speaking of “velocity” of Lean
and the “quality” of Six-Sigma
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Matt Newnham – Editor