Marketing anecdotes and why the cloud is called the cloud

There are some pretty cool anecdotes about great marketing campaigns which started with an unintended statement or misunderstanding. Some of these anecdotes might not reflect the actual events or are twisted a bit to make the story cooler but isn’t that what anecdotes are all about? These are my favorite marketing anecdotes and let’s start why the cloud is called the cloud!

Mind over Matter – The challenges of Leading the transition in LEAN, Agile, Design Thinking

A recent survey of 28 executives and leading managers shows that many organizations which have set out to benefit from the autonomous delivery and execution methods, like LEAN CI/PDCA, Agile and Design Thinking, are still struggling with creating the proper environment and culture, especially in the area of empowerment, but also in true implementation and

Mind over Matter – the emotional competence of transition towards agile business models and autonomous implementation

A major challenge when transitioning from the classical controlled project execution models to autonomous project execution like Agile, LEAN PDCA or Design Thinking, is to develop and maintain the proper mindset towards boundaries. The strength of these autonomous methods is the ability to provide rapid go-to-market results combined with continuous improvements based on findings and

Autonomous Project Execution – Develop the culture to deliver

Companies large and small have discovered the benefits of autonomous project execution in combination with short go-to-market cycles as seen in Design Thinking, Scrum & Agile and the LEAN continuous improvement concept of PDCA. Dynamic teams of experts and developers are assigned objectives and within the scope of the project, they will explore and deliver

Understanding the importance of WHY and other motivational leadership quotes

During an Executive Leadership workshop, I was asked what my favorite motivational leadership quote is and I never have to think a single second to answer this question. “Don’t summon your men to build a ship, instead develop their yearning for the seas.” by Antoine de Saint Exupery and I always enjoy explaining why this

Training program: Communicating Information – the power of emotionalizing the message!

Presenting information is one thing, but how do we get the message across and how can we make it stick? Which factors influence how our message is perceived and remembered? In this training program, we take a closer look at how the audience responds to information and communication and how we can influence this by

Let’s do IQ/EQ/SQ the OEE-way

The mean reason that OEE has developed into an accepted and valuable Key Performance Indicator is the fact that performance is measured against the actual capacity of the segment we are measuring with OEE and not against others. Measuring against others might give us a subjective view of our performance compared to how the rest is doing but it would fail to give us the information we actually need to be able to improve: How are we performing within the provided capacity? OEE tells you, when done properly of course, without any dilution how the performance was during any given moment in time compared with the actual capacity for that time. Due to Availability% * Quality% * Rate% against Capacity the Performance was xx% of the available capacity. This gives us the opportunity to look at the total OEE and the individual loss categories, do detailed analyses of the causes and implement improvements based on facts.

So why not do the same with IQ/EQ/SQ and measure the actual performance against the actual capacity of oneself? Not against others, not against what others tell us what the capacity should be. Just against our own true capacity as we see it, as we feel it. Measure our performance against our very own best we can be. I suggest we try this in the same manner we work with OEE.

  • Step 1: Make a realistic estimate of your capacity as a human being within your organization as a professional and as an individual in your private environment.
  • Step 2: Establish your peak performance under optimal conditions, just as we do to establish the peak performance to measure OEE against, of course for the combination of your professional and personal life.
  • Step 3: Keep a daily diary of your performance and losses for a period of 2 weeks and attempt to objectively determine which factor and influence kept you from reaching your 100%.
  • Step 4: Evaluate your findings with someone you trust. This could be your partner, your coach, your peer, anyone you feel totally confident with to give insight in your personal thoughts and observations.

Operations Management: Leading your team

When leading Operations as Manager or Director, you will see yourself confronted with expectations for performance and results which are not achieved in the current setting. On the floor, where your team does their work, these expectations might seem far fetched but during the managerial reviews, you fully commit to fulfilling these expectations. You believe