A high-leverage strategic change initiative promises so much more than an ordinary one. But what exactly defines high-leverage? (more…)
When we use KPIs, their impact goes beyond our intention of monitoring our goals and reaching targets. Measures influence people's behaviour and the results of other measures. These influences can be unexpected and undesirable, so we must either mitigate them or choose another measure. ...
Experiments are what scientists use to stop assumptions from limiting how much they learn about the natural world. And we can use them in business to stop our assumptions from limiting how we can elevate performance, and from wasting the resources we invest to do it.
One person that always seems to have fun around failure is Adam Savage, from Mythbusters. He’s like a big kid, wide-eyed and giggling, as he and his more stoic co-star, Jamie Hyneman, test all kinds of pop-culture myths, like whether you can ride a motorcycle on water, escape a turtled car under water, and put your hand into molten lead and not be injured. Adam routinely says that he doesn’t ca...
Recently I was listening to a radio program that interviewed two opposing representatives on the issue of regulating the trucking industry by fixing minimum wages for drivers. The idea was to improve safety on our roads. Rather than who was right and who was wrong, what interested me was the constraint that the 'opposition dynamic' put on finding a good solution.
The only way we can get performance to improve is to have some quantifiable influence over it. But some areas of performance are so chaotic that any improvement we try to make is swallowed up by the chaos, and we can't quantify (or even see) the change we've made.
Great strategy execution should be about implementing high return-on-investment (ROI) improvement initiatives. But finding that high ROI requires a few mindset shifts about what leverage really means, about the role of data in helping us find leverage, and about where to act to implement leverage.
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