Podcasts about eliyahu goldratt

Si lo comparáramos con una mesa, cada una de las 4 áreas de tu negocio (financiera, operativa, comercial, administrativa) representa una pata. En ocasiones, los emprendedores y dueños de negocio se olvidan de que la “pata” financiera es clave para determinar si todo va bien o mal. Eliyahu Goldratt, autor del libro "La meta", decía que el objetivo de cualquier empresa es generar dinero ahora y en el futuro. Mucha gente, especialmente aquellos sin experiencia empresarial, podría pensar que el objetivo debe ser otro: Aportar valor a la sociedad, generar empleo, diferenciarse, resolver un problema, mejorar el clima organizacional, ser innovadores, etc. Sin embargo, nada de esto tiene sentido si en primer lugar no estás ganando dinero con tu negocio. Y cuando hablo de ganar, no me refiero solo a facturar y generar ingresos, sino a saber cuánto te queda después de cubrir todos los gastos. De esto y una herramienta esencial para tu negocio, hemos hablado en este episodio de podcast Marca Profesional.

Randy's entrepreneurial journey, insights on scaling a small business, and the importance of making customers the hero by addressing their deeper needs and solving bottlenecks to achieve lasting success. Show Notes Page: https://www.thehowofbusiness.com/553-randy-shaw-scaling-your-business/ In this episode of The How of Business podcast, Henry Lopez interviews Randy Shaw, a seasoned entrepreneur and founder of BRYTESIGHT, a leading technology design consulting firm.  Randy shares his inspiring entrepreneurial journey, from his psychology and pre-med studies at Yale to professional soccer and eventually becoming a business owner. He offers valuable insights into scaling a business, building a strong team, and the importance of focusing on customer success. Key topics include: Randy's transition from corporate roles to launching BRYTESIGHT and scaling it to multiple U.S. locations and Europe. The importance of making your customer the hero of the story, inspired by Donald Miller's Building a StoryBrand. Randy advises, “Always make your customer the hero of the story. You're Yoda, guiding Luke Skywalker to become a Jedi and win the day.” Strategies for entering new markets and creating strong B2B relationships with architects, project managers, and contractors. Lessons on identifying bottlenecks and using them to drive operational improvements, influenced by The Goal and Critical Chain by Eliyahu Goldratt. Randy emphasizes, “There will always be a bottleneck. It's like the horizon—you never reach it. Instead, focus on moving it and optimizing as you go.” Advice for entrepreneurs: follow your passion, embrace the process, and balance detailed planning with action. Randy encourages entrepreneurs to focus on the internal drivers of their customers, not just external factors like cost. He explains, “Customers buy for internal reasons like risk, achievement, or making their lives easier. If you focus on solving those deeper needs, you'll win their trust and loyalty.” This episode is hosted by Henry Lopez. The How of Business podcast focuses on helping you start, run and grow your small business. The How of Business is a top-rated podcast for small business owners and entrepreneurs. Find the best podcast, small business coaching, resources and trusted service partners for small business owners and entrepreneurs at our website https://TheHowOfBusiness.com

Register for the webinar:How to Run a 2-Year Search in 2 Months - Friday, Nov 1 - https://bit.ly/3YEN9YEWhen, at age 29, Gat Caperton bought a furniture maker in his native West Virginia, he was also buying himself a career.Topics in Gat's interview:Working for the legendary Sam ZellAcquiring a furniture manufacturer in 1996You're better off with smart competitors than dumb competitorsCutting his lead time in half the first yearImplementing lean manufacturingOwning the business with his dadChina devastated US furniture manufacturingJoining John Bassett to sue China for breaking trade lawsThe evolution of “Made in America”How to evaluate a furniture manufacturerReferences and how to contact Gat:LinkedInGat CreekFactory Man by Beth MacyThe Goal by Eliyahu Goldratt and Jeff CoxWork with an SBA broker who focuses exclusively on helping entrepreneurs buy businesses:Matthias Smith of Pioneer Capital AdvisoryGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or email hello@systemsix.com and mention Acquiring MindsConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on Twitter

In dieser Episode dreht sich alles um die Theory of Constraints von Eliyahu Goldratt und deren Anwendung auf die Prozessoptimierung. Es wird erläutert, wie Engpässe in Systemen identifiziert und effizient beseitigt werden können, um den Gesamtdurchsatz zu steigern. Die Methode eignet sich für Produktions-, Projekt- und Dienstleistungsunternehmen.

In this insightful episode of the Millionaire Car Salesman Podcast, La Williams engages in a rich conversation with David Sutton, a veteran in the automotive industry, discussing his vast career, innovative strategies, and significant contributions. From his beginnings in Detroit to top-level roles at General Motors and Volkswagen, David shares the journey that led him to his current role at Motway. His extensive experience is peppered with valuable lessons on strategic decision-making, the importance of data in remarketing, and effective vehicle transportation strategies. David highlights his transformative work in various roles, emphasizing the necessity of exceeding expectations, effective communication, and continuous learning. His narrative dives into the functionality of Motway's innovative tools, designed to streamline the vehicle transport experience for dealers, enhancing efficiency and ensuring customer satisfaction. From auction operations to the intricacies of car transportation logistics, David shares practical advice and insights that can elevate any car salesman's career to new heights.   Key Takeaways Strategic Decision-Making: Learn from David's experience with General Motors' internal consulting on how to balance different views and collaborate for successful decision-making. Exceed Expectations: Understand the importance of over-delivering and the mantra that "high energy equals high income." Importance of Vehicle History: Discover why knowing vehicle history is crucial in remarketing and how it impacts ROI. Efficient Transportation: Explore the benefits of using tools like Motway Automation Portal for seamless vehicle transportation management. Continuous Learning: Embrace the power of continuous education and mentorship as key drivers for a successful career in the auto About David Sutton:  David Sutton is a seasoned automotive industry professional with a rich history in strategic decision-making and vehicle remarketing. He began his career in Detroit, cradled in the heart of the automotive industry, and has leveraged his business studies from Central Michigan University into various strategic roles. David's professional journey includes significant stints at General Motors, Volkswagen of America, Carfax, and now Motway, where he serves as a key player in enhancing transportation solutions for vehicles across North America. Known for his strategic prowess and collaborative spirit, David has also been actively involved in the Automotive Remarketers Alliance, contributing significantly to professional training and standards in the industry.       Resources: The Goal Book: Recommended by David Sutton, "The Goal" by Eliyahu Goldratt for understanding process improvement. Podium: Discover how Podium's innovative AI technology can unlock unparalleled efficiency and drive your dealership's sales to new heights. Visit www.podium.com/mcs to learn more! Dealer Synergy & Bradley On Demand: The automotive industry's #1 training, tracking, testing, and certification platform and consulting & accountability firm. The Millionaire Car Salesman Facebook Group: Join the #1 Mastermind Group in the Automotive Industry! With over 28,000 members, gain access to successful automotive mentors & managers, the best industry practices, & collaborate with automotive professionals from around the WORLD! Join The Millionaire Car Salesman Facebook Group today! Win the Game of Googleopoly: Unlocking the secret strategy of search engines.     The Millionaire Car Salesman Podcast is Proudly Sponsored By: Podium: Elevating Dealership Excellence with Intelligent Customer Engagement Solutions. Unlock unparalleled efficiency and drive sales with Podium's innovative AI technology, featured proudly on the Millionaire Car Salesman Podcast. Dealer Synergy: The #1 Automotive Sales Training, Consulting, and Accountability Firm in the industry! With over two decades of experience in building Internet Departments and BDCs, we have developed the most effective automotive Internet Sales, BDC, and CRM solutions. Our expertise in creating phone scripts, rebuttals, CRM action plans, strategies, and templates ensures that your dealership's tools and personnel reach their full potential. Bradley On Demand: The automotive sales industry's top Interactive Training, Tracking, Testing, and Certification Platform. Featuring LIVE Classes and over 9,000 training modules, our platform equips your dealership with everything needed to sell more cars, more often, and more profitably!      

Do you want to build a business that you can double, triple, or even quadruple in size?   In a word, do you want to make your business scalable?   I am going to share with you where this idea came from. Hint: it's not mine; it's actually something that Bezos requires all of his executives to learn.   In this episode we will cover: The Theory of Constraints; 3 Examples of Constraints in brokers businesses; and The Finger Snap Question   The Goal: A Process of Ongoing Improvement by Eliyahu Goldratt   In line with that, please take a minute to leave us a review on Apple or Spotify.    Follow me on Instagram I Love Mortgage Brokering: ilovemortgagebrokering.com Find out more about BRX Mortgage: www.whybrx.com   I Love Mortgage Brokering is brought to you by Finmo.  To learn more, visit: www.finmo.ca/ilmb    In this episode, I dive into strategies for identifying and eliminating business constraints to achieve growth. Drawing inspiration from Jeff Bezos and Eliyahu Goldratt's book, “The Goal,” I share practical advice for mortgage professionals on streamlining operations and enhancing workflow efficiency. Hear real-life examples from top mortgage brokers and discover actionable steps to tackle issues like underperforming staff, inefficient processes and poor time management.   In this episode, we will cover:  Importance of pinpointing constraints in your business operations. Insights from Jeff Bezos and the book, “The Goal” by Eliyahu Goldratt. Practical methods to address and eliminate identified constraints. Real world tactics for improving workflow efficiency. Compelling stories from high performing mortgage brokers who overcame their unique challenges. Example of Dion, who optimized his file submission process to lenders. Development of tailored action plans to reduce stress and foster sustainable business growth.  How treating your mortgage process like a factory line can enhance workflow. Asking the right questions to uncover business constraints. Strategies for training staff and maintaining consistent prospecting efforts.

Ryan Deiss is the founder of digitalmarketer.com and has officially cracked the code in scaling a company to the enormous sum of nine figures. In a conversation with Ryan Atkinson, he walks us through the process of successfully building scalable systems for your business. Ryan advises on creating a growth scorecard to track each step of the business, warns against hiring people to fix broken systems, and emphasizes the importance of visualizing the customer journey while strategizing. He also recommends books like 'The Goal' by Eliyahu Goldratt, 'Ogilvy on Advertising', and a finance and accounting book for entrepreneurs for those looking to jump into the ring. Resources:https://forms.gle/M9Yq3QPTDrrmH3pj9 Enter to WIN free lifetime access to UpFlip Academyhttps://www.upflip.com/blog Check out the blog for even more business hacks and key strategieshttps://www.ryandeiss.com/ Connect with Ryan Connect with UpFlip: On Facebook On Instagram On Youtube @UpFlipOfficial on Twitter For more insights to start, build, or grow a business, check out the resources on UpFlip.com or head to the UpFlip YouTube channel to see more interviews with business owners and experts. Thanks for listening!

If you are making a change in your business, you have to have everyone be ready. If you are fortunate enough to need to hire a team or have a team, you have to understand The Goal by Eliyahu Goldratt. Let's talk about Herbie one more time. Original Episode Number: 102 | Original Air Date: 6/7/2022 Links & Resources: Host: Sean Low of The Business of Being Creative Have your own opinion on Sean's tips and advice? Talk Back!! Email Sean or record a voice message directly through his show's site! Link: Join Sean's Collective of Business Creatives Follow Sean on social media: Instagram: @SeanLow1 | Facebook: Facebook.com/Sean.Low.35 | LinkedIn | Twitter: @SeanLow — Podcast Network: The Wedding Biz Network Production House: Flint Stone Media Copyright of The Wedding Biz, LLC. 2022.

 In this episode of the TTL Podcast, hosts Mon Chaio and Andy delve into the Theory of Constraints, an approach developed by Eliyahu Goldratt. They discuss how this methodology applies to various systems, including technical, people, and cultural systems, emphasizing its importance in software leadership. The hosts explain the core principles of the theory, such as identifying and elevating constraints, and explore its practical application through examples in both technical and organizational contexts. They highlight the necessity of continuous improvement and systems thinking, noting the challenges of aligning this approach with personal and organizational goals. References The Goal - https://www.goodreads.com/book/show/113934.The_Goal The Phoenix Project - https://itrevolution.com/product/the-phoenix-project/ Online library of Quality, Service Improvement and Redesign Tools - Theory of constraints - https://aqua.nhs.uk/wp-content/uploads/2023/07/qsir-theory-of-constraints.pdf The Three Ways: Principles Underpinning DevOps - https://itrevolution.com/articles/the-three-ways-principles-underpinning-devops/ Software Development Current Reality Trees Starter Pack - https://paulhammant.com/2021/02/19/software-development-current-reality-tree-starter-pack/ Building & Presenting a Current Reality Tree (CRT) - https://www.youtube.com/watch?v=myQF_HcQ7z4 Goldratt's "Theory of Constraints" Thinking Processes: A Systems Methodology linking Soft with Hard - https://proceedings.systemdynamics.org/1999/PAPERS/PARA104.PDF --- Send in a voice message: https://podcasters.spotify.com/pod/show/tactics-tech-leadership/message

Get subscriber-only episodes instantly, plus email-exclusive insights and guest previews every week - sign up at https://www.realestateteamos.com/subscribeEpisode 025 of Real Estate Team OS features Nick McLean, Owner and CEO of Nick McLean Real Estate Group, author of Million Dollar Agent, cofounder of Reside Platform, and coach to top teams and team leaders.After serving as a wildland firefighter and 747 pilot, Nick started a team in a new market and grew it from 6 agents and 1 staff to 40 agents and 7 staff, from 100 units to 500 units, and from $0.5M in revenue to $5M in revenue over a 10-year period.Learn how operations in general and onboarding and training in particular differentiated his team - and why those things will matter more for your team in the years to come.Watch or listen to this episode for Nick's insights into:- The need to be in sync as a team- The role of belief statements (relative to mission statements and core values)- Starting a team in a new market and at a time when there were very few teams- Thinking of your business as a manufacturing business and resolving bottlenecks in the flow (with hiring as the last resort solution)- Onboarding, training, and standards as the differentiating factors for your real estate team- Four specific ways to improve training and its value to your team- The critical importance of knowing the game you're playing (and sticking to it)- Why “teams are going to continue to dominate” but how the Pareto principle will wash out teams that aren't lean, tight, agile, and competitiveAt the end, learn how Nick's experience as a wildland firefighter informed the squadron model for real estate teams, where he takes calculated, Storage-War-type business risks, what there's an unlimited budget for, how he gets hours and hours of podcasts and audiobooks in, and when his daughter's on her own with homework.Connect with Nick McLean:- https://www.instagram.com/nickmcleanre/- https://www.facebook.com/nickmcleanrealestateCheck out Nick's businesses:- https://www.nickmcleanrealestate.com/- https://resideplatform.com/Books mentioned in this episode:- Million Dollar Agent by Nick McLean: https://www.amazon.com/Million-Dollar-Agent-Proven-Playbook/dp/B0C9FXJ8K9- Same As Ever by Morgan Housel: https://www.amazon.com/Same-Ever-Guide-Never-Changes/dp/0593332709- The Goal by Eliyahu Goldratt: https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951Learn more about Real Estate Team OS: - https://www.realestateteamos.com- https://linktr.ee/realestateteamosFollow Real Estate Team OS: - https://www.instagram.com/realestateteamos/- https://www.tiktok.com/@realestateteamos Get subscriber-only episodes instantly, plus email-exclusive insights and guest previews every week - sign up at https://www.realestateteamos.com/subscribe

In today's episdoe, Mark and Jesse discuss the importance of developing good systems, not just in business but in life! Mark shares a recent experience in which his wife left for a few days on a retreat, leaving Mark to handle her usual duties. Mark was faced with a lack of systems in day to day tasks, and enough friction to sit her down after the retreat and have a talk about family systems. Kate agreed, and, within a few weeks, became a systems expert, looking for every avenue she could find to create better processes.   Good systems aren't just for increasing business profit, they're for improving quality of life, relationships, and family harmony too!   The Goal by Eliyahu Goldratt and Jeff Cox https://www.amazon.com/Goal-Process-Ongoing-Improvement-dp-0884271951/dp/0884271951/ref=dp_ob_title_bk     Mark Butler, Virtual CFO The Money School: https://moneyschool.works https://markbutler.com https://letsdothebooks.com   YNAB https://www.youneedabudget.com

Emmitt Nantz, co-founder of Inventory Ally, discusses how veterinary hospitals can reduce costs and take control of their inventory management on the Veterinary Innovation Podcast with Shawn Wilkie and Dr. Ivan Zak.   Learn more about Inventory Ally at inventoryally.com. Emmitt recommends ‘The Goal' by Eliyahu Goldratt.

Investing with Taylor at www.investwithtaylor.com Manage your properties with Stessa at https://stessa.sjv.io/c/2425882/1152983/14113   In this episode, Ed O. Bridgman, an RV destination investing expert, shares insights into the booming RV destination industry. He discusses his background in electrical engineering and business administration, as well as his experience in applying Six Sigma principles. Ed explains the five types of RV destinations, including RV parks, campgrounds, resorts, communities, and hybrids. He highlights the growing demand for RV sites and the need for more RV destinations to bridge the supply-demand gap. Ed also provides resources for learning about RV park investing and shares his book recommendation, 'The Goal' by Eliyahu Goldratt. Takeaways The RV destination industry is experiencing double-digit growth, fueled by younger and more diversified Americans. There are five types of RV destinations: RV parks, campgrounds, resorts, communities, and hybrids. The most in-demand RV destination type is the community, as more people choose to live in their RVs for longer periods of time. There is a significant gap between the supply of RV sites and the demand, creating investment opportunities in the RV space. Chapters 00:00 Introduction to RV Destination Investing 05:22 The Five Types of RV Destinations 18:13 Investment Trends in the RV Space 22:35 Resources for Learning about RV Park Investing 24:49 Three Questions for the Guest

In this conversation with @DrAlanBarnard, we explore how the principles of the Theory of Constraints (originally created by Dr. Eliyahu Goldratt) can be used to not only drive significant business results but also to help us make high stake decisions as leaders. In this freewheeling conversation, we explore Dr Barnard's story about how he met with Dr. Goldratt and his famous motto. We explore who is a true expert He shares how he got into an argument with Dr. Goldratt and how he then formed a life long connection with Dr. Goldratt. He shares his most important lessons from all his interaction with Dr. Goldratt What is a Life Goal? The definition of a Life goal is a "Dream taken seriously - Dr. Eliyahu Goldratt I will not sacrifice my goal for anyone and I will not sacrifice anyone for my goal Dr. Eliyahu Goldratt He also introduces the concept of Theory of Constraint then, shares what is a constraint and the different kinds of constraints that we might face in any given system (Market/demand (external), Capacity (internal), Supply (external), Cash (Internal), Management Attention (internal) and probably the most crucial in any business. He also shares two ways to improve a constraint and therefore significantly improve your impact. He shares the importance of "Flow" or "Throughput" in any given system and how "Flow" is two-dimensional. He also shared the importance of understanding and increasing flow (time and velocity). He also shares different Ways to improve any given system. He also shares the story of how Tata Steel UK went from 1 Million Pound loss per day to 1 Million pound profit per day using Theory of constraints We constantly see good people make bad decisions. He explains why this happens and how to avoid them. He talks about what he calls as the agency equation. We then move into the realm of individuals and he shares how to identify what constrains our belief systems? Really? The power of questions - Really or unless. He also shares insights about how our minds work? He talks about the importance of learning prompt engineering to engage not just chatGPT but ourselves as well. He also shares insight on how to ask good questions as a leader and the 2 steps to make a breakthrough in any field. He also shares insight on how to measure people's performance and its impact on the business. Dr. Goldratt had started a movement called "Viable Vision". He shares more information about this viable vision and how can one go about achieving the same in their business. We then understand his own learning process and the key people he learns from - Herbert Simon and Nassim Nicholas Taleb. What is so obvious to him that all of us miss? We don't usually learn from experience but from Experiments Dr. Alan Barnard In Summary: We need to remember the 4F's - Flow, Focus, Finish and Fast Feedback to become influential and impactful leaders. More information about the resources we mentioned in the conversation: 1. Goldratt Research Labs: https://goldrattresearchlabs.com 2. Dr. Efrat Goldratt-Ashlag:   / dr-efrat-goldratt-ashlag-44046212a   3. My interview with Dr. Efrat:    • Delivering Projects on time, on budge...   Books discussed in the video: Goldratt's Rules of Flow by Dr. Efrat Goldratt-Ashlag: https://amzn.to/3FrAa25 The Goal by Dr. Eliyahu Goldratt: https://amzn.to/3Q0iXSe Antifragile by Nassim Nicholas Taleb: https://amzn.to/3s0ieIK Blackswan by Nassim Nicholas Taleb: https://amzn.to/40d9ewz Apps mentioned by Dr. Alan Barnard: https://harmonyapps.com/apps/harmony-... Dr. Alan Barnard's podcast - https://dralanbarnard.com/category/im...

In this episode we dive into Critical Chain Planning and Scheduling strategies. The Challenge Critical Chain was developed in the 1990s by the infamous Eliyahu Goldratt who wrote The Goal: A Process of Ongoing Improvement. In this episode our guest Ian Heptinstall provides an overview of the strategy and how you can being to use it on your projects. Continue Learning ⁠⁠⁠⁠⁠⁠⁠⁠⁠Access to Top Planning and Scheduling Jobs.⁠⁠⁠ Subscribe to the ⁠⁠⁠⁠Beyond Deadlines⁠⁠⁠⁠ LinkedIn newsletter. ⁠⁠Check Out Our YouTube Channel⁠⁠. Connect Follow ⁠⁠⁠Micah⁠⁠⁠, ⁠⁠⁠Greg⁠⁠⁠, and ⁠⁠Beyond Deadlines⁠⁠ on LinkedIn. Beyond Deadline Specialized in empowering construction planners and schedulers worldwide, we offer rich content, advice, and tools to launch and boost your career in planning and scheduling. No degree? Transitioning? Seasoned expert? We're your resource. Forget about expensive certifications and out-of-date degrees. Access the future of planning with us. About Micah Micah, an Intel project leader and Google alumnus, champions next-gen planning and scheduling at both tech giants. Co-founder of Google's Computer Vision in Construction Team, he's saved projects millions via tech advancements. He writes two construction planning and scheduling newsletters and mentors the next generation of construction planners. He holds a M.Sc in Project Management, Saint Mary's University. About Greg Greg, an Astrophysicist turned project guru, managed £100M+ defense programs at BAE Systems (UK) and advised on international strategy. Now CEO at ⁠⁠Nodes and Links⁠⁠, he's revolutionizing projects with pioneering AI controls. Experience groundbreaking strategies with Greg's expertise. Topics We Cover change management, communication, construction planning, construction scheduling, creating teams, critical path method, cpm, culture, KPI, microsoft project, milestone tracking, oracle, p6, planning, planning engineer, pmp, portfolio management, predictability, presenting, primavera p6, project acceleration, project budgeting, project controls, project management, project planning, program management, resource allocation, risk management, schedule acceleration, scheduling, scope management, task sequencing. --- Support this podcast: https://podcasters.spotify.com/pod/show/beyonddeadlines/support

Czy ograniczenia mogą wspierać firmy? Eliyahu Goldratt napisał książkę Cel 1 - doskonałość w produkcji. Pokazał w niej jak działa Teoria Ograniczeń. Książka ta sprzedała się w 4 mln. egzemplarzy na całym świecie. Dziś m.in dzięki Instytutowi Zarządzania Ograniczeniami idee Goldratta możemy wykorzystywać w Polskich firmach. Okazuje się, że dzięki tej teorii firmy w bardzo krótkim czasie bardzo znacząco zwiększają swoją efektywność i zyski. Dziś po rozmowy zaprosiłem Pawła Schmidta( CEO/Dyrektora ds Wizji w Instytucie Zarządzania Ograniczeniami TOC+) Paweł opowie dziś: - co to jest Teoria Ograniczeń? - jak ograniczenia pomagają rozwiązać problemy firm? - dlaczego handlowcy idą na łatwiznę i nie dzwonią do nowych klientów? - dlaczego najlepszy piłkarz przestaje strzelać bramki, gdy zaczynają mu za bramki płacić? - dlaczego tak ważne dla firm są właściwe wskażniki sukcesów? - skąd się biorą silosy i jak nim zaradzić? Serdecznie zapraszam do bardzo ciekawej rozmowy. A Pawła możesz znaleźć tutaj: https://toc.org.pl/ https://www.linkedin.com/in/pawelschmidttoc/ Zapraszam też na najbliższe wydarzenia, na których możemy się spotkać. 1) 28.09.2023m Hotel Marriott Renaissance ***** Accountability Culture Congress. Link do wydarzenia jest tutaj:https://lnkd.in/d7aSBxuX2) EvolucJA "Daj się zainspirować". 29-30.09.Link do wydarzenia jest tutaj:https://lnkd.in/dPqWsQgD3) "Jak przestać nieświadomie demotywować i zacząć angażować pracowników" zapisy są tutaj:https://lnkd.in/d3fMaXkK ----------------------------- O autorze podcastu: Tomasz Miler - podcaster, mentor liderów, coach angażującego przywództwa, trener biznesu Prowadzi szkolania z takich tematów jak: - Kaizen - firma bez marnotrawstw, - Budowanie angażujących zespołów, - Angażujący Lider, - Budowanie zespołów w oparciu o talenty Gallupa. Autor bestsellera "Kaizen - jak osiągnąć wielkie cele małymi krokami" Kontakt do autora: ☎️ 664 707 757

Today, I'm sharing three books that have massively impacted my productivity, not just in business but in life.First up, "The One Thing" by Gary Keller. It's all about finding that one key task that, when accomplished, makes everything else easier or irrelevant.Next, we have "The Goal: A Process of Ongoing Improvement" by Eliyahu Goldratt.While it's technically about manufacturing, it's a gem for understanding constraints and continual improvement.Lastly, "The Four Disciplines of Execution" offers a fantastic framework for goal-setting, accountability, and execution.But remember, it's not about the system…it's about applying it consistently. Knowledge without action is just wasted potential. So grab one of these books, apply the principles, and watch your productivity soar.LEAVE A REVIEW if you liked this episode!! Let's Connect On Social Media! youtube.com/anthonyvicino twitter.com/anthonyvicino instagram.com/theanthonyvicino https://anthonyvicino.com Join an exclusive community of peak performers at Beyond the Apex University learning how to build a business, invest in real estate, and develop hyperfocus. www.beyondtheapex.com Learn More About Investing With Anthony Invictus Capital: www.invictusmultifamily.com Multifamily Investing Made Simple Podcast Passive Investing Made Simple Book: www.thepassiveinvestingbook.com

Ever wondered what it's like to be a VP or Director of Engineering? Kendra chats with Alex Robson about leadership in technology, what you can get out of coaching or an MBA program (should you be interested), and what makes a high performing team. We'll also chat about recommended content to hone your tech leadership skills. Alex Robson's site and blog: https://robsonconsulting.services Alex's content recommendations for folks who want to think more about technical leadership: "I believe Camille Fournier and Will Larson are wonderful writers with invaluable insights and advice. For product thinking, I recommend folks read The Lean Startup by Eric Ries, Principles of Lean Product Development Flow by Don Reinertsen, Safer Sooner Happier by Jonathan Smart, and Accelerate by Dr. Nicole Forsgren. Be sure to read books on leadership that are outside of engineering. Dan Pink's Drive and Eliyahu Goldratt's The Goal are two of my usual recommendations. Last but not least - read books that are about human behavior. Both economists and psychologists ask important questions that may help you unlock better ways to relate to and understand others. I love Daniel Kahneman's Thinking Fast and Slow, and highly recommend Mistakes Were Made (but not by me) by Carol Tavins and Elliot Aronson."

Patrick Donley (@JPatrickDonley) sits down with Mitchell Baldridge to chat about his thesis of buying a business, buying real estate, employing tax strategies, enjoying the cash flow, and paying little to nothing in taxes. You'll also learn in more detail about the tax benefits of owning a small business, why a cost segregation study makes sense, what it has been like launching several new companies, and how Twitter has accelerated his career by decades.Mitchell Baldridge is a Certified Public Accountant and Certified Financial Planner with vast experience in corporate accounting, business advisory, and financial planning. His passion is building lifelong relationships with business owners to help them thrive. He founded Baldridge Financial in 2014 to realize his dream of helping business owners achieve their financial goals.He's also involved in several other businesses including Better Bookkeeping, RE Cost Seg, and Tax Credit Hunter. IN THIS EPISODE, YOU'LL LEARN:00:00 - Intro02:40 - What Mitchell's thesis is for wealth and tax optimization.04:48 - What a Real Estate Professional is.06:39 - What the tax benefits of owning a small business are.09:50 - What the different retirement plans are that solopreneurs can take advantage of.12:40 - What is qualified business income?14:55 - Why it is important to stay current on the tax codes.15:36 - What are the benefits of cost segregation?29:30 - How Mitchell teamed up with Nick Huber and what their competitive advantages are.32:06 - How Mitchell got Better Bookkeeping started.44:02 - Why the distribution Twitter provides has been so critical to his success.49:42 - What lessons he learned from Sam Zell.51:41 - What are the two questions he asks before pursuing an opportunity?59:01 - How he would spend $1000 if he was starting a new business.*Disclaimer: Slight timestamp discrepancies may occur due to podcast platform differences.BOOKS AND RESOURCESThe Everything Guide to House Hacking by Robert Leonard.Smart Friends podcast.Related Episode: Listen to REI173: The Power of Cost Segregation w/ Yonah Weiss or watch the video here.The Goal by Eliyahu Goldratt.The Power Broker by Robert Caro.Kevin Kelly's 1000 True Fans.The General Ledger newsletter.The Almanack of Naval Ravikant by Eric Jorgenson.Unreasonable Hospitality by Will Guidara.Shoe Dog by Phil Knight.Scaling Up Compensation by Verne Harnish.Who Is Michael Ovitz? by Michael Ovitz.Confessions of an Advertising Man by David Ogilvy.Better Bookkeeping.Cost Segregation - https://recostseg.com.NEW TO THE SHOW?Check out our Millennial Investing Starter Packs.Browse through all our episodes (complete with transcripts) here.Try Robert's favorite tool for picking stock winners and managing our portfolios: TIP Finance.Enjoy exclusive perks from our favorite Apps and Services.Stay up-to-date on financial markets and investing strategies through our daily newsletter, We Study Markets.Learn how to better start, manage, and grow your business with the best business podcasts.P.S The Investor's Podcast Network is excited to launch a subreddit devoted to our fans in discussing financial markets, stock picks, questions for our hosts, and much more! Join our subreddit r/TheInvestorsPodcast today!SPONSORSGet a FREE audiobook from Audible.Be confident that you'll be small businessing at your best with support designed to help you reach your goals. Book an appointment with a TD Small Business Specialist today.Return to the all-access world of the rich and powerful. Don't miss new episodes of Billions streaming August 11th on the Paramount Plus with Showtime plan.Get a customized solution for all of your KPIs in one efficient system with one source of truth. Download NetSuite's popular KPI Checklist, designed to give you consistently excellent performance for free.Learn from the world's best minds - anytime, anywhere, and at your own pace with Masterclass. Get 15% off an annual membership today.Make investing in Short Term Rentals aka Air-BNBs simple, passive, and profitable with Techvestor. Listeners of Millennial Investing get better terms by just mentioning "Millennial Investing!" Sign up and book your call with their Investor Relations Team to get started today.Support our free podcast by supporting our sponsors.Connect with Patrick: Twitter Connect with Mitchell: Twitter | WebsiteSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Steve Fretzin and Bob Green discuss:Bob's experience in stopping a murder trial and how it lead to his current professional role. Making progress by solving at least one problem each month. Who are you when you're not famous? Connecting with peer networking groups for personal and professional growth.  Key Takeaways:Be willing to do things you have never done before. If you don't, you'll never achieve something you've never achieved. As a leader, you want to help everyone to bring their superpowers to the table because that is where your company will shine. You should understand what you want from this life, not just to be famous and well-known. What is it that you want to do and how you want to serve? It isn't just about the grind. There is a way to build your business where you can have both the money and the freedom. Working with peers who have done it already can assist you in seeing what you are missing on your own.  "Let's help people rise up! Let's develop the processes that you learned along the way so somebody else can learn it with you and it may take him even less time because you've made some of the mistakes that you can help people avoid." —  Bob Green Get a free copy of Steve's book “Sales-Free Selling” here: www.fretzin.com/sales-free-selling Thank you to our Sponsors!Overture: https://overture.law/Moneypenny: https://www.moneypenny.com/us/Get Visible: https://www.getvisible.com/ Episode References: Theory of Constraints by Eliyahu Goldratt: https://www.amazon.com/Theory-Constraints-Eliyahu-M-Goldratt/dp/0884271668 About Bob Green: I help business owners grow companies from $1 million to $25 million in value without giving away their lives in the process. I work with owners and organize them with like-motivated owners in strategic board meetings to build great companies together. We focus on every aspect of the company, one priority at a time.  Connect with Bob Green:  Website: https://www.thealternativeboard.com/north-shoreEmail: bob@tabnorthshore.comLinkedIn: https://www.linkedin.com/in/bobgreenteams/ Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911  Show notes by Podcastologist Chelsea Taylor-Sturkie Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Have you been running ads and getting some results, but still find yourself wondering how to make them even better? Perhaps you're curious about the key elements you need to consider in order to optimise your ad performance. Then this episode is for you! Join us in today's episode as we dive into the world of advertising and focus on an important aspect: understanding constraints to enhance the effectiveness of your ads. We also unravel the intricacies of ad constraints and explore how they can be used to your advantage. Understanding these constraints is crucial as they can significantly impact the success of your advertising campaigns. By the end of this episode, you'll have a solid understanding of how constraints can shape your ads and the steps you can take to enhance their performance. What are you waiting for? Tune in and unlock the secrets to transforming your ads into powerful marketing tools! Episode Highlights: 00:00 - Welcome to another episode of The Kim Barrett Show 00:56 - What is a constraint? 01:25 - Optimising and improving constraints at every level of your business 02:43 - How do you know if your landing page is converting? 03:38 - What's causing high cost per click? 04:44 - 3 things to test before changing your target 06:15 - How to look and identify the constraints in your ads Resource Links: The Goal by Dr. Eliyahu Goldratt https://www.amazon.com.au/Goal-Process-Ongoing-Improvement/dp/0884271951 Your Social Voice Website (https://www.yoursocialvoice.com.au/) Join our Mogul Mastermind (https://www.mogulmastermind.com.au/) Connect with Kim Barrett: Follow Us on Facebook https://www.facebook.com/mrkimbarrett Follow me on Instagram https://www.instagram.com/realkimbarrett/ Follow me on TikTok https://www.tiktok.com/@realkimbarrett Thank you so much for listening! If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Subscribe to YouTube https://bit.ly/3ApZLpL Subscribe to Apple Podcasts: https://apple.co/3HdveiD Subscribe to Spotify: https://spoti.fi/41FjhdC Subscribe to Stitcher: https://bit.ly/3oGZXOP Subscribe to Google Podcasts: https://bit.ly/41SypE8 Subscribe to Omny: https://bit.ly/3oLl8ip See omnystudio.com/listener for privacy information.

Many property management entrepreneurs struggle to document their processes, and this leads to an overall lack of efficiency in their businesses. Documenting processes helps business owners streamline the day-to-day and reduce interruptions from team members. Join Jason as he chats with Greg Brooks from Rocket Station regarding process mapping and how it can be used to benefit your property management company. You'll Learn... [04:10] What Process Mapping is and Why You Need it [10:35] How to Document Your Processes [16:15] Why You Need to Focus on YOU not the Business [22:40] What Rocket Station Does Tweetables “Every entrepreneur can double their capacity by getting a really good assistant.” “It's very common that we focus so much on the business and we don't focus on what we need.” “As the business grows, the biggest constraints in the business are where there should be the most attention.” “The process is always needed where we feel the biggest bottleneck or where we're feeling the most struggle.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Jason Hull: for most business owners, getting a VA is probably the very first hire they should make. Every entrepreneur can double their capacity by getting a really good assistant.  [00:00:11] Welcome Doorgrow Hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you're interested in growing in business and life, and you're open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow Hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it.  [00:00:37] Jason Hull: You think they're crazy for not because you realize that property management is the ultimate, high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I'm your host property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now let's get into the show. [00:01:10] And I'm hanging out today here with Greg Brooks of Rocket Station. So Greg, welcome to the show.  [00:01:18] Greg Brooks: Yeah, Jason, thanks so much for having us on. Excited to kind of dive in today. [00:01:21] Jason Hull: Cool. So to get started, why don't you give us a little bit of background of how you sort of got into entrepreneurism and developed Rocket Station, and then we can transition right into what Rocket Station is.  [00:01:34] Greg Brooks: Yeah no, definitely. I was like your classic statistic coming out of college, I was a division one athlete and I got done playing and worked in the fundraising world for a little bit, got my masters and very quickly kind of had that entrepreneurial itch. You know, growing up I had you know, goalkeeper academies that I would run, I reffed on the side, kind of had a bunch of little businesses that would help give me some money in my pocket for college. And kind of once I got done with my masters, you know, began on kind of my entrepreneurial journey. I was seven jobs or businesses owned in eight years trying to figure it out. Everything from supplement company all the way through to a restaurant. So really-- Wow. Was trying to kind of find, I feel like being that athlete, right? You have that kind of grind mentality and was trying to see how the heck I was got to get that to translate to making some money and not being a broke college kid anymore.  [00:02:22] And then about four years ago now met up with my partners at Rocket Station. I'd say kind of similar to you. Had, you know, had a couple investment properties myself, but was by no means a full blown property manager or a virtual staffing company with almost 2200 employees in the Philippines. I had never even met someone from the Philippines. Probably didn't even know where it was on a map. Yeah. But was fortunate enough .A couple of my partners were both operators as well as you know, kind of the visionary for where we wanted to go within the space and say they were looking for someone with, you know, kind of a pedigree in sales and marketing and I guess I fit the bill. So it's been a wild ride, kind of, you know, learning this industry. I mean, we work with. You know, operators from all sizes, 50 doors to 45,000. So seeing kind of the different struggles or bottlenecks and growth opportunity, especially over the last three years that this industry has kind of been dealing with, has been exciting and say excited to kind of sit here now positioned as kind of one of the top virtual staffing companies to the property management space and helping our clients solve a lot of kind of day-to-day operational issues when it comes to process as well as people. [00:03:29] Jason Hull: Very cool. So where on a map can people find the Philippines?  [00:03:34] Greg Brooks: Yeah, you want to go say, a lot of people go across the Pacific. You can find Japan and then go a little bit further south. That's where you're looking right there, in that southeast Asian corridor. It's about-- now they can all find it. Yeah. 7,000 islands all spread out. If you push them together, it's about half the size of Florida. But I'm actually, I'm not sure when this episode will release, but we're actually headed there next week for our Q1 wrap up, which I'm excited about. Cool. Spend seven days over there.  [00:03:57] Jason Hull: Yeah. Very cool. So, our topic today is process mapping your property management business. And so let's talk a little bit about process mapping and then maybe we can get into how Rocket Station could help with that. So what is process mapping?  [00:04:13] Greg Brooks: Yeah. For us-- and candidly this came from kind of our own business lessons as young entrepreneurs, especially in property management. So often, we've got great teams. We've got people that have been with us for a while that are running our day-to-day operations. But what they're doing right our leasing processes, our maintenance processes, onboarding a new owner, offboarding an owner, a lot of that we rely on people to, you know, "get the job done right." and we have our weekly meetings and our huddles. But in terms of like a conceptualized process flow or kind of orders of responsibility or actual training documentation that could allow us if we took on a hundred new doors next month to hire 3, 4, 5 more property managers. We found that a lot of operators, regardless of size, really lack that in depth, detailed documentation around how their departments, how their businesses, how each of their individual team members operates. So for us, like we feel like that being a virtual staffing company, that's the key, right? Whether you're just trying to maintain and have a better work life balance as the owner, or if you're trying to scale from 500 to a thousand doors. A lot of people try to acquire and then just hire. And we feel like unless you have those processes and systems really mapped out, documented technology plugged in the right place, you're creating a lot of headache and a lot of extra work and just a lot of unenjoyment of the company that you're trying to scale. So we feel like process mapping is really the key and kind of the foundation to any property manager's business in order to get where they want to be. [00:05:41] Jason Hull: So big challenge that I see in the industry is that a lot of these visionary entrepreneurs, they know that they need process. They know they need a process system, but they hate it, like they hate doing it. It's not fun for them. Now, some of them enjoy the act of creating a system or creating a process, but then they hate to make sure it's being used and they hate to run it. And that's where those operators kind of come in. Like it's kind of the yin of the yang. Most visionary entrepreneurs, they really need an operator. I would say that's probably the most important hire they'll ever have in their business, and a lot of them are lacking it, so, now once they have an operator, this would be like something they could easily give to them. They'll be like, "Hey, do this stuff. Like get these processes documented. Let me show you how to do it." And maybe they'll record that and they'll say, now you make a process for this. Because they don't want to do it. And those of you listening know, you know, you're that person because you've had it on your to-do list for at least a month, maybe even many months, maybe even years, to get certain things documented or defined processes, and it's still not done yet, which is a clue you're not the person that should be doing it yet. You're not the person. So Greg does Rocket Station provide people like that, operators, or are they the more going to be the people that can help to get these processes in place? Just curious.  [00:07:08] Greg Brooks: Yeah. Yep. Yeah, so we do a combination of both. And you're exactly right. Like most. I mean, you think of a typical property company owner, right? They're the visionary. They've got big goals, aspirations, like sitting at a desk, creating flow charts and documenting SOPs and creating what are the FAQs that most people ask when they make a leasing inquiry? Like they don't want to do that and shouldn't have to, and candidly, like who has the time, right? A lot of us, were operating businesses. If we're at the point where we know we need processes, it's either because, we've got messes we're trying to clean up in the office, which is taking our real time. Or we're acquiring and growing, which is also taking our real time. So it's like how do you balance that?  [00:07:46] So at Rocket Station, that's really our niche within the virtual staffing space, right? There's lots of providers out there that can staff you with people. We feel like without process and without a resource for the owner to be able to build those processes or to, you know, take a property manager or take your leasing team and have them work with somebody who can conceptualize and document those processes. You're really not doing your business justice. You're not doing your future virtual assistant justice in terms of getting them set up for success. So we do a combination of both. You asked, do we just hand over processes or do we kind of build them from scratch? We do both. So we're very fortunate. Like I said we work with over 550 clients just in the single family property management space itself. We also do commercial, we do short term, but we have developed with our clients. Depending on your scale, you know, the problems at a hundred doors are a little bit different than the problems and processes you need at a thousand doors, but kind of industry best practices based on, you know, the positions and the departments and the structure that companies utilize. We also have great partnerships within the industry with a lot of the softwares that you see out there. Even some names I've seen that have been on the podcast here, whether it's like maintenance coordination software, or leasing software or you know, the Appfolios the Propertywares the Buildiums of the world, where everyone's technology needs to be built into their processes, but not a lot of operators know the ins and outs of all the buttons to click and how to do this, and how to send off this, you know, th this report. So we also work directly with a lot of the software companies, templating out all the functionality that their software enables their clients to utilize, which then we pass along to the client to bake it in. [00:09:22] So we try to template out as much as possible. I mean, it's no secret top operators, I mean, even mid-level operators, 80% of what they're doing, 85% of what they're doing every single day is pretty uniform across the industry. Where we get really dangerous and become a real big asset for our clients in dangerous, in a good way, is part of our onboarding you first spend two weeks minimum with our process development team and our team of process engineers taking our best practices and our guidebooks on software or specific positions and we tweak it and customize it to how your business operates and the structure, the points of contact, the department leaders that you utilize. So it's kind of best of both worlds, keeping it very efficient at the end of the day. Like we said, most operators are not doing process mapping is because they probably don't have time and we totally respect that. But we are really able to create a very robust, very deep, very thorough process through a combination of the customization as well as the templating and best practices that we leverage across our 500 plus customers. [00:10:28] Jason Hull: Cool. So let's talk For those that are listening, they're like, yeah, you know, I know I need to map out some processes. I want to start working on the process mapping myself. What would you recommend as the process to map out a process?  [00:10:42] Greg Brooks: Definitely, I think the process is always needed where we feel the biggest bottleneck or where we're feeling the most struggle, and I kind of joke, the metaphor that we use is within your office, anytime you or your team have, oh, shoot moments. "Oh, shoot, I forgot to do this. Oh shoot, I don't want to do this. Oh shoot, I ran out of time to get to this." That's usually where you need to start developing process immediately. You know, that's typically kind of your foundational billing structure, right? Whether it's you know, whether it's like your leasing process or whether it's how you handle a maintenance call, how you troubleshoot an issue on, on, on site, at a property. I'm trying to think what else. Like your past due, you're invoicing, right? All of those kind of, you know, things that are very repetitive, that are very low level, but have to be done every day. We typically see that's the most impactful place that you can start implementing and documenting your processes. Like I said, we kind of coined the term, the oh shoot moments, you know, the, that's really where the operator, kind of like what you said, same thing for the business owner. Each of your teams, each of your property managers, your leasing agents, there's things that they're either forgetting to do or not doing. It's because it's probably a low priority item that you should be reinforcing process rather than just relying on them to get it done. [00:11:47] And there's many different ways. I know you guys have a great software. I mean, there's tons of different mind mapping softwares out there, but you know, even just a whiteboarding exercise. You know, kind of just doing the, "okay guys, like where are we? Let's go through the simple 12 steps to go from advertising a property to getting a lease signed." Just simplify, and then start to back into the nuance. I think a lot of operators, they think their business, it's very unique. "We do this a certain way, we do that a certain way," and they start thinking too much about the granular and not enough about just the basic step one, step two, step three of the life cycle of a tenant or an owner. So being able to really start there, kind of the good old KISS method, right? 'Keep it simple, silly,' like start very basic and then you can start to build out first. But even just that very basic you know, 10,000 foot overview of how each department operates or how each department interacts with one another is typically where we want to start from a process mapping standpoint.  [00:12:41] Jason Hull: Cool. Yeah. Very cool. Yeah. I like the idea of looking at the bottlenecks because as the business grows, the biggest constraints in the business are where there should be the most attention. There's a good book by Eliyahu Goldratt. It's called The Goal and it perpetuates the theory of constraints, and it illustrates it nicely. It's kind of a dry read, but, so I recommend you listen to the audiobook because they have actors to play each part. Unless you like dry reading, so. But the ideas in this book, the guy is looking at everything through the lens of trying to fix this factory that he's in charge of, and he's looking at all these different stages in the factory, and they were making things less efficient by improving each step. Because if each step is maximum efficiency, that means they were just building up inventory and it was causing even more constraint and more delay. And so everything has to work as a cohesive whole. And so I like the idea of looking at the larger big picture because you can like optimize one part of your process super strongly and shove a lot of stuff through, and then it can all pile up somewhere else. And that's not the most efficient business model. [00:13:50] It would actually be more efficient to slow things down on that previous step to the level that the next step can handle it fully instead of it building up sort of some sort of constraint or inventory or whatever that you have to like manage and inventory and property management would just be like things backing up, right? So in that situation. So what else can we share with people about process mapping? And then let's get into maybe... I really liked what you had said about how you kind of onboard your clients and bringing them into with your dev team to map out processes. So maybe we can go in a little more detail about that. [00:14:28] Greg Brooks: Yeah, definitely. And then kind of just off of what you just said there, I think the biggest thing is at the end of the day, a lot, I'm sure a lot of people listening to this business they're operators, right? They are stuck. The good old stuck in the business versus working on the business. Yeah. I mean, I would say don't try to do it all yourself, right? Whether it's consultants and consulting services, like what DoorGrow has, or bringing in, hiring kind of your yin to your yang, right? Someone who has an operational mindset, and I think that's a huge part of it as well. Even with how we do it. Typically how an engagement works with one of our clients is like we allow the visionary type business owner to very efficiently get the processes or coordinate their team to get the structure out of them so that you can have that breath of fresh air to like really conceptualize and view your business and even just pinpoint like where those bottlenecks are. So often, I think especially if you're growing your property management company, onboarding new owners, onboarding new doors, it's like you're just waking up and you're a firefighter every day. So just having a resource, whether it's an internal hire, a consultant, a service like ours, to just like get how the system operates now. [00:15:29] Forget even trying to make it more efficient. Forget refining, forget figuring out how many more people we need. Just having a resource where their skillset is being able to conceptualize and document and get that out is hugely valuable. Where what we find is with our clients, like very quickly, you know, their key investors their property managers themselves as the owner, they're very quickly able to say, "Well, why are we doing it like that? What does this look like?" Or our team can say, "well, did you know you can automate this whole business function with the technology that you're already paying a pretty penny for?" So just like getting it out, right? Don't feel like you got to kind of make it more efficient and document the same time. It's like, let's just figure out what we got here. That's just hugely valuable and should be like kind of the first stepping stone for anybody as they go down the, you know, building systems and processes pathway.  [00:16:13] Jason Hull: Yeah. I think one of the interesting things that I see a lot in having, you know, been kind of on the inside of probably thousands of property management businesses that's really interesting, is that it's very common, I think just in general for entrepreneurs is that we focus so much on the business and we don't focus on what we need as an entrepreneur in order to move towards what I've talked about on previous episodes, which I call the four reasons, like more fulfillment in our day-to-day, more freedom, more contribution, more support in our business. Those are the four reasons we start a business, and we all want that fifth reason of safety and certainty like our clients want, and in order to create those five things, a lot of times business owners make the mistake of just continually serving the business. What does the business need? Oh, the business needs an operator. The business needs to hire, the business needs this. Meanwhile, their needs continually get neglected. It's super common that you get to the point where you have two to 400 doors, I call it the second sand trap, and you're miserable. More miserable than you've ever been in your business or maybe in your life, and you now have an entire team around you that are doing stuff in the business, but they're asking you tons of questions.  [00:17:28] You are now the biggest bottleneck in the business. You're frustrated and banging your head against the wall thinking, "why can't they just think for themselves?" And it's because you've built a team around the wrong person. You didn't build the business in a way that you get to do the things you most enjoy. And so the way we combat that, I like the lens of looking at what does the business need? What systems do you have? How can you do this? I want to challenge everybody listening also to pay attention to what you need because this business exists to give you fulfillment, to give you freedom to take care of you, and you've spent so much of this trying to take care of the business and take care of your team. So what we do with clients is we have them do a time study. And we have them categorize based on the energetically, which things give them energy, like gives them fulfillment, freedom. Those are plus signs and which things are minus signs that are taking those things away. And then we take a look at those. And then we also categorize them based on you know, whether it's strategic time, like you're focusing on the business, or whether it's tactical, where you're in the business, you're making phone calls, you're doing sales, you're like doing the work, you're sending emails. And for most visionary entrepreneurs, the tactical stuff are the minus signs. [00:18:39] And then the other hidden thing that we track in time studies are interruptions, because this is the biggest hidden thief in a business, is all the interruptions, your team interrupting you, tenants, owners interrupting you. All the interruptions are a thief, and one interruption according to Gary Keller's book, The One Thing, according to research cited in there, costs 18 minutes of productivity. And normally team members are interrupting each other at least once every 18 minutes, so you're losing over a half hour of labor every time. One team member interrupts another team member. And so that's why some businesses, I've seen some with entire teams and it feels like they're just spinning their wheels. They're not really making, innovating, moving progress forward and they're just barely getting all the to-dos done. And so I would challenge people, especially if they come on board with DoorGrow, we would have them do a time study to get clarity on what they need most to get to that next level. [00:19:33] because there's a lot of people in the 200 to 400 door stage that they don't even really want to add doors. That's the secret. Usually at that stage, they deep down unconsciously, don't really want to add doors. They say they do, but when I talk with them, adding more doors, I can tell, means more pain in their mind. So they're psychologically against themselves. They're reversed. And in order to do that, they need to quit focusing on the business and they need to start focusing on themselves and what they need, and their team will be better off if they have those four reasons, their team members can start to have it because their team members will be doing the right things and they'll have the vision to be able to see that their team members are out of alignment or not on those four things for themselves. And I find we get our clients three times the productivity out of their existing team members if they are in alignment with the four reasons. Three times. So yeah, that's cost savings.  [00:20:29] Greg Brooks: A hundred percent. And it's just that leveling up, right? It's for the business owner then being able to level up into what they want to do, run the business that they want. That cascades down to your management. Obviously we come at it kind of from the bottom up, right? We talk through with a lot of our clients once we go through the process mapping piece is like a virtual assistant hired the right way, onboarded the right way can be so valuable. And it's, you know, for some clients it's a cost cutting measure like, at eight bucks, 10 bucks, 12 bucks an hour, it's typically got to save you a ton of overhead compared to hiring somebody locally. But we go to them and say, "Hey, look, now we have these processes. You've been able to diagnose what your negatives are, right? What's sucking the energy out of you. Well, look, we just took you out of doing c and d level work. You're now doing the a and b in the space that you thrive, which is only got to help the business get where you want it to go. And we have a super affordable resource that has the skillset and character suits to be able to do that work better than you would anyway." So it's that win-win- win all around the board. Yeah. And then it cascade down. Especially for that, we have a lot of clients in that kind of 200 to 500 range. Yes. It's just, you just kind of keep, you keep throwing them muck, right? You're in the minutiae of it, just trying to get through to the next day and the thought of going to 700 doors is just like, "no way I'm got to have a heart attack." But when you can start developing those processes, you know, mirror that up against your team's strengths, who you have, where do you want this property manager or this leasing, you know, agent to be really, and what do you want them doing?  [00:21:54] We like to simplify it down to, I mean, no one should have more than three to five core responsibilities, right? Really. And then property management. That's very hard. But if we can get people doing the three to five things that are in their sweet spot. What needs to fall off of their plate and then how can we offset that with process and incredible VAs to get them so that the whole business can take a level up and I mean, once again, coming back to just the personal thing, people can enjoy going to work again. There's a lot of times, whereas the owner where like, "I just don't want to go in." I'm sick of getting my teeth kicked in. So it's like your team feels that too. Well, how can we be enjoying this more. How can we increase the culture, make it a better experience? Your owners feel that, your tenants feel that, and it all kind of starts at this initial discovery and jumping in with the process piece. [00:22:37] Jason Hull: Yeah, totally. So cool. Well, tell us a little bit more about Rocket Station. I mean, there's a lot of VA companies targeting the property management space. We've had some on the show. We've had like Anaquim, virtually Incredible, Hire Smart, and several others. What do you feel like makes Rocket Station stand out? How are you kind of unique in the space? And why should somebody reach out to you instead of somebody else?  [00:23:02] Greg Brooks: Yeah. No, definitely. So, I mean, big thing kind of comes back to what we just talked about. We feel like there are, there's a lot of, especially, and we've seen them in the last five years, there's a new VA company every single week, that specializes, "in real estate." I think at the end of the day, a part of the puzzle of hiring VAs is finding great VAs. So just from sheer like, kind of recruitment size, all of our team members are based in the Philippines. So like, like I mentioned earlier, we've got 2200 people, 250 internal employees that work in the Philippines, recruiting, training, and onboarding what we feel like is some of the best talent the country has to offer. And all we do is real estate. So we break our business into kind of four key pillars. So it's property management, investor, real estate agent and brokerage, and then we have a home service division as well. So a big part of what we do is providing, we want it to be a win, right? We want a rockstar virtual assistant that has spent five and a half weeks going through our training and evaluation to get placed with the perfect client so they can grow their career and grow professionally and make more money and all the things any employee wants. [00:24:03] We also want a client who has an ease of experience where at the end of it, they get a high output individual with as minimal headaches as possible. Unfortunately we feel like in the VA space, a lot of VA companies out there are more placement agencies. Meaning they'll find you somebody, but then you're kind of on your own to get them trained and hold them accountable. I mean, every VA company out there touts "you'll get management support and all," but once you get into it, that management support really is just, "Hey, if the VA messes up, give us a call. We'll get you a new one," and that's just not like the end goal. We're big on this idea of an being an integrated staffing service, and what that means is our perfect experience is we only staff dedicated virtual assistance to our clients, either part-time or full-time. [00:24:45] So the perfect experience for us is, yes, Rocket Station held your hand and helped you develop processes and job scopes. We do all the recruitment and placement of somebody who we've evaluated over the course of five weeks to be the right fit. But at the end of the day, we want them to look, act, and feel like a member of your team. So we feel like that transactional nature that a lot of VA companies unfortunately go with, just because they're trying to get butts in seats. It doesn't help anyone. It doesn't help the property manager. It certainly doesn't help the va. In terms of finding people that really grow and stick well, one of the numbers we're really proud of is our average client retention is 33 months. [00:25:20] So on average, the VA that you hire with us is lasting with you almost three years. Which I mean, in the VA space is about four times industry average, but even for the types of positions that we're filling, maintenance coordinators, leasing administrators, like you're not hiring somebody locally that's got to last more than nine to 15 months. So we're really proud of that and we feel like it creates that experience where we help. I mean, our point of differentiation is we're not just helping a VA get a job, we're helping our property management clients set up their systems and process so they can be successful with hiring virtual assistants. Because I think anyone out there that either currently has VAs or has maybe tried hiring VAs you very quickly realize that the number one, the term VA kind of very much undersells the capacity of what these team members abroad can do. Virtual assistant, you think my calendar or make a follow up call for me. And it's not that right? We're hiring, you know, world class customer service, leasing agents, salespeople, right? People who can really come in and we've got lots of cool studies to show this, but can typically outperform a local hire about three to one compared to what, you know, what you would get outsourcing versus hiring. But we really try to handhold and help our clients create the infrastructure-- a lot of it through process mapping-- to ensure the success of that hire. Sometimes people don't match. Sometimes VAs, you know, they do get replaced in six months, nine months. But the fact that we take that deep investment from literally documenting the processes for our clients, really getting to know them and managing that relationship as if we are a part of their team, really allows it to be a win across the board rather than just the transactional nature that unfortunately so many VA companies kind of run with in, in the property management space specifically. [00:27:03] Jason Hull: So, I mean, that's incredibly low churn. If you're able to, on average do 33 months. So what would you say really-- I mean, because that's unique-- what really is causing that?  [00:27:16] Greg Brooks: I think it's a, I mean, hate throwing around the word culture because everyone throws around culture, right? I got a great culture. We have a different culture, we have a unique culture, but for us, it really is the culture piece in terms of how we structure the experience for the virtual assistant in the Philippines, mixed with how we structure the experience for the client to where we kind of view our business kind of in like two different verticals that combine when the client hires. So through our recruitment process, through the training, through all the support that we give even down to like how we compensate the benefits that they receive. It all lends to being a more structured employment option for the virtual assistant themselves. And we see that in terms of, we're very fortunate. We spend minimal dollars advertising for recruits in the Philippines. And last month we had 5,500 people apply for a job at Rocket Station. And a lot of that we feel like speaks to the culture because we have an incredible internal network over there that champions the culture that we're trying to provide, where we're not just that transactional VA company that's got to get you a client and then you got to kind of figure it out, right? We're helping support their education right from the jump in terms of the industry and the types of clients they're got to land with. Once they do get selected and hired by a client, we have all this process mapping and training and documentation custom-built. That's setting them for up for success. And then we actively are managing it, looking for opportunities to grow the VA's experience and their knowledge once they're working with the client and performing in their role. So just creating those feedback loops that create really strong culture with our teams over there. And then also marrying that with. The preparation that we do with the clients here. [00:28:58] And I know VAs have become a lot more common, especially during Covid, but I mean there's still a lot of operators all sizes of business where it's still-- for a bad metaphor here-- it's still very foreign to them, right? They're like, how the heck am I got to communicate with this person every day? How are they got to be on our meetings? How are they got to be able to be plugged into our technology? So being able to walk them through step by step with that, doing it a lot of that for them, but making sure the infrastructure is set up allows them to look at this VA that they're hiring more as a member of their team rather than just the person who is vetting all of their lease applications because their leasing agent is sick of doing it or not doing it. You know what I mean? It's that different in terms of like, Hey, we have the end goal of them being integrated, being a part of their team. I mean, we have incredible stories of, ever since the world has kind of opened back up, clients literally traveling to the Philippines to visit. Actually within the PMI franchise network, one of our kind of trophy clients they flew. Four of their VAs over for the Property Management Incorporated national Convention last year. So it's just great. It's that different experience where it's like, hey, people are people. As business owners, we need to set people up for success because personally, I've never hired somebody who wants to quit three months later. When the employer meets the employee, there typically is a value trade there where somebody wants to succeed and for anyone that's worked with VAs in the Philippines, when you talk about like work ethic and really just want to it's world class, like they want to come in and be a valuable member of the team. [00:30:26] So the way that we're able to prep the client, the culture that we're able to cultivate within the VA space itself is what really lends itself to that really strong marriage and that super low churn that the client actually feels in their business, whether that's being able to add 200 more doors, whether that's becoming, you know, more profitable or cutting down their overhead, like whatever their end goal is with hiring VAs, they're able to realize that faster and they're able to get just a huge resource, a huge talent in terms of this dedicated virtual assistant.  [00:30:56] Jason Hull: Yeah, for most business owners, getting a VA is probably the very first hire they should make. They're probably not ready yet at a smaller level of maybe like 50 to a hundred doors, you know, they're not ready probably to afford to hire a good operator or somebody come in and do all operations. But getting a really good assistant. Every entrepreneur can double their capacity by getting a really good assistant. I never want to be without my own assistant. I have an amazing assistant. She's in Mexico and we've got at least two team members in the Philippines. We've got multiple team members in Canada. Like the cool thing about being able to do things virtually is that you can get the best, you can get the best wherever they're at. And  [00:31:44] Greg Brooks: at a price you can afford, typically. [00:31:45] Jason Hull: Yeah, at a price you can afford. Now I definitely have a lot of US based team members. And I do believe, like, you know, there's a lot of times there's a difference. There's a lot of times there's been a difference, but for everybody on my team, they're the best I could find in any category. And it didn't matter where they were. So, It just is icing on the cake that, you know, having a logo designer, for example, in the Philippines would charge probably 10 times less than a logo designer in New York City. So there's definitely advantages and those get passed on to your clients in a lot of instances as well. And so it allows the property manager to remain competitive in their pricing and to keep their operations and to have more profit margin. So it really does create a win-win- win all the way around so everybody benefits. Well, cool. I think that's a pretty good place to wrap unless there's anything else you want to say about Rocket Station. You can tell us how we can get in touch with Rocket Station or those listening, how they can. Get a hold of you.  [00:32:43] Greg Brooks: Yeah, definitely. So anybody who wants to nerd out on process mapping or learn more about VAs, say, we'd love to hop on a quick call and talk to you. Our team's got some great resources. We've got some great kind of done for you SOPs where if this idea of process mapping is something you want to get into, but maybe using a service like ours you're not quite ready for. We've got some great how tos. So head over to rocketstation.com. Obviously check out our website. We've got some great lead magnets and resources there for anybody who wants them. Anyone interested in a call, go to discovery.rocketstation.com. For all the DoorGrow listeners, we do have a $500 off promo that we're running. So just make sure in the referral box put "DoorGrow." But like I said, the call itself is completely free. So even if you're trying to learn more about VAs, learn more about processes, our team of specialists, we'd love to kind of walk you through, you know, learn a little bit about your business, see if we can help, and if not, be able to fill you up with a ton of resources and knowledge and a bunch of takeaways to, to hopefully help you run a more efficient business where you leverage virtual assistance in some capacity. [00:33:42] Jason Hull: Awesome. Thanks Greg for being on the DoorGrowShow.  [00:33:45] Greg Brooks: Thanks for having us.  [00:33:46] Jason Hull: Cool. So if you are a property management entrepreneur, you want to add doors, you want to grow your business, you're wanting to scale, check us out at DoorGrow.com. We've got an amazing mastermind. And if you're wanting to get to the next level in your business, You're not got to do that by doing it alone. It's time to start getting connected, reaching out, and not being that entrepreneur on an island. There's lots of people playing a similar game as you and you should be connected. So reach out to us at DoorGrow. We would love to help you grow your business. You can check us out at DoorGrow.com. [00:34:18] You just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!  [00:34:45] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

How do you make decisions wisely and profitably? One of the most important things you can do in business is to get good at decision making. It may feel at times that all that matters is action. Certainly, action counts for a huge amount. Without action, nothing happens in your business. But that can lead to a big delusion: that what matters is just following a playbook. Do certain things in a certain order and hey, presto! A business that works. In reality, actions that matter are preceded by clear, high-quality decisions. The question then becomes how to make such good decisions. It could be Jeff Bezos's famous “Type 1 and Type 2 Decisions” differentiation. It could be clarifying the nature of the goals is you're pursuing. It could be getting clear on the deceptively simple question “What do I really want?” Whatever the principles you follow,  the way you approach decisions can have a powerful impact on the actions you and your team take. Which in turn changes the results you produce. What you'll learn What all decisions force you to do The more important decision than “How do I make money online?” Jeff Bezos's two decision types The 5 money goal types Jason has identified What “Return on Luck” is and why it matters Why momentum matters more than the perfect playbook Resources mentioned Greg McKeown: Essentialism Greg McKeown: Effortless  Principles by Ray Dalio  Atomic Habits by James Clear The Goal by Eliyahu Goldratt

What a privilege we have in this episode to hear directly from Rami Goldratt, one of the world's leading spokesmen on the Theory of Constraints (TOC), the son of Dr. Eliyahu Goldratt, TOC's founder, and CEO of the highly successful Goldratt Group. Rami provides insight after insight into the power of inertia in our organizations, innovation, how to create breakthroughs, and on and on. You won't want to miss this one.

AUREO VILLAGRA @aureovillagra é CEO da GOLDRATT Consulting para a América do Sul, uma consultoria global com sede em Israel e focada em métodos que sistematicamente identificam e removem as restrições para um crescimento sustentável.A Goldratt foi fundada por Dr. Eliyahu Goldratt, autor do best seller “A META” e criador da teoria das restrições conhecida globalmente por TOC – Theory of Constraints.Aureo também é membro do conselho de empresas no Brasil e Estados Unidos, e ainda professor convidado de universidades do Brasil e Portugal.Acumula mais de 30 anos em projetos de consultoria empresarial nos mais variados segmentos, em especial, aplicando o método TOC.Vamos abordar sobre a aplicação da TOC em projetos de design, criando valor de forma exponencial.[CAPÍTULOS]00:00 DESIGN(TOC) : Exponencial Theory of Constraints01:02 Apresentação de Aureo Villagra CEO da Goldratt Consulting para América do Sul01:28 O que é o método Teoria das Restrições e qual é sua origem16:49 Sobre o Best Seller “A Meta” do Dr Eliyahu Goldratt (video ilustrativo)20:34 Nem toda inovação contribui para o resultado23:11 O que se decide com foco25:10 Como o TOC potencializa o processo do design34:40 De que forma o TOC é aplicado na gestão de produtos e serviços44:31 Como se cria valor segundo Dr Goldratt 51:22 A estratégia deve responder 3 perguntas56:58 Como o fluxo impacta qualquer processo (video ilustrativo)01:07:20 Quais são as virtudes do empreendedor de sucesso01:11:09 O que diferencia os sonhadores dos fazedores 01:13:15 O que é design01:15:28 Livros para você alcançar sua melhor versão01:16:25 Qual livro Jeff Bezos - fundador da Amazon - orienta seus diretores à leitura01:21:06 Pergunta de Hugo Ladeira - Pres. da Owens-Illinois para América do Sul01:24:15 Qual pergunta Aureo Villagra faz para o próximo convidado do Podbrand01:26:50 Informações úteisPODBRAND, o podcast sobre DESIGN, ESTRATÉGIA e INOVAÇÃO.Nosso objetivo é que você alcance SUA MELHOR VERSÃO.SITE https://podbrand.designYOUTUBE https://www.youtube.com/@PodbrandINSTAGRAM https://www.instagram.com/podbrandoficial/https://www.instagram.com/mauriciomedeirosoficial/APPLE PODCAST https://lnkd.in/dWRSnciiGOOGLE PODCASTS https://lnkd.in/dU_x8KCRSPOTIFY https://lnkd.in/dmksycRsLINKEDIN https://www.linkedin.com/company/podbrandoficial/https://www.linkedin.com/in/mauriciomedeirosoficial/FACEBOOK https://lnkd.in/dZMP5XsGNOTE: A música está sob licença de copyright.https://lnkd.in/d39mudbH#strategy #branding #estratégia #designexport #designestratégico#inovação #innovation #opodcastdodesign#marketingdigital #design #mauriciomedeirosoficial#gestãodevalor #empreendedorismocriativo #gestãodeinovação#startup #podbrand #gestaodevalor #suamelhorversão#podbrandoficial #brandvaluation #designdeserviços #TOC #theoryofconstraints Hosted on Acast. See acast.com/privacy for more information.

Bio  Evan is the Founder and CEO of the Business Agility Institute; an international membership body to both champion and support the next-generation of organisations. Companies that are agile, innovative and dynamic – perfectly designed to thrive in today's unpredictable markets. His experience while holding senior leadership and board positions in both private industry and government has driven his work in business agility and he regularly speaks on these topics at local and international industry conferences.    Interview Highlights  01:10 Nomadic childhood  08:15 Management isn't innate  14:54 Confidence, competency and empathy  21:30 The Business Agility Institute  31:20 #noprojects  Social Media/ Websites:           LinkedIn: https://www.linkedin.com/in/evanleybourn/          Facebook: https://www.facebook.com/eleybourn          Twitter: @eleybourn          Websites: o   Business Agility Institute https://businessagility.institute/  o   The Agile Director (Evan's personal site): https://theagiledirector.com/          Books/ Articles                   #noprojects: A Culture of Continuous Value by Evan Leybourn and Shane Hastie https://www.amazon.co.uk/noprojects-Culture-Continuous-Value/dp/1387941933          Directing the Agile Organisation: A Lean Approach to Business Management by Evan Leybourn https://www.amazon.co.uk/Directing-Agile-Organisation-approach-management-ebook/dp/B01E8WYTQ6          Out of the Crisis by W. Edwards Deming https://www.amazon.co.uk/Out-Crisis-Press-Edwards-Deming/dp/0262535947          The Goal by Eliyahu Goldratt https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement-ebook/dp/B002LHRM2O          Sooner, Safer, Happier by Jonathan Smart, Jane Steel et al https://www.amazon.co.uk/Sooner-Safer-Happier-Antipatterns-Patterns/dp/B08N5G1P6D          Dare to Lead by Brene Brown https://www.amazon.co.uk/Dare-Lead-Brave-Conversations-Hearts/dp/1785042149          Article: Evan's Theory of Agile Constraints https://theagiledirector.com/article/2017/04/27/evans-theory-of-agile-constraints/ Episode Transcript  Ula Ojiaku (Guest Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku  I am honoured to have with me Evan Leybourn, he is the founder and CEO of the Business Agility Institute, an international membership body that champions and supports the next generation of organisations. I am really, really pleased to have you here. Thank you for making the time Evan.  Evan Leybourn  Thank you Ula, I'm looking forward to this.  Ula Ojiaku  Awesome, now, so I always start with my guests and I'm very curious to know who is Evan and how did you evolve to the Evan we know right now today?  Evan Leybourn  I suppose that's a long one, isn't it? So I'm Australian, I was born in a small country town in the middle of nowhere, called Armadale, it's about midway between Sydney and Brisbane, about 800 kilometers from both, about 200 kilometers inland, and moved to Sydney when I was fairly young. Now I've spent my entire childhood moving house to house, city to city. So  the idea of stability, I suppose, is not something that I ever really had as a child. I'm not saying this is a bad thing. I don't, I had as good as childhood as any, but it's, I love moving, I love new experiences and that's definitely one of the, I think drivers for me in, when I talk about agility, this idea that the world changes around you. I think that a lot of that early childhood just, disruption, has actually put me in a pretty good place to understand and deal with the disruption of the world and then so, well, we've got COVID and everything else right now. So obviously there is a big, there are issues right now, and disruption is the name of the game. I started my career as a techie. I was a systems administrator in Solara Systems, then a programmer, and then a business intelligence data warehousing person. So I've done a lot of that sort of tech space. And, but you mentioned like the Business Agility Institute and this is the organisation I work now, but probably have to go back to 2008 when, I've been using agile, capital A agile, Scrum and XP, primarily a little bit of FDD in a data warehousing business intelligence space. And in 2008, I got promoted to be an executive in the Australian Public Service. And this was, I think, my first exposure to like, before that I'd run teams, I'd run projects, I knew how to do stuff. And like being a first level leader or project manager, it's, everything is personal. I don't need process, I don't need all those things that make organisations work or not work as the case may be, because when you've got seven people reporting to you, like that's a personal form of management.  So when I became a director, this was, I think, my first exposure into just how different the world was when, well the world of business was. And, I'll be blunt, I wasn't a good director. I got the job because I knew what to do. I knew how to, like, I could communicate in the interview how to like, build this whole of governments program, and that isn't enough. I had this assumption that because I was good at X, I would be good at being a leader of X and that's not the case. And so I actually, there's a concept called the Peter principle, being promoted to your level of incompetence. And that was me. I, it's, that's literally, I didn't know what I was doing, and of course, no one likes to admit to themselves that they're a fraud. It took my boss at the time to tell me that I was arrogant, because, and, and that actually hurt because, it's like, I don't see myself as arrogant, it's not part of my mental model of myself. And so, that push, that sort of sharp jab at my ego, at my sense of self was enough to go, hang on, well, actually, maybe I need to look at what it means to be a leader, what it means to create that kind of skillset, and I had this idea at the time that this thing that I'd been doing back as a techie called agile, maybe that might help me with, help me solve the problems I was facing as an executive – coordination, collaboration, not amongst seven people, but amongst like five, six different government agencies where we're trying to build this whole of government program and long story short, it worked. And this was sort of my first ‘aha moment' around what we sort of now would call, or what I would now call business agility, though definitely what I was doing back in 2008 was very, a far cry from what I would think of as good business agility. It was more like agile business, but that's what sort of set me up for the last, almost 15 years of my career and helping and advocating for creating organisations that are customer centric with employee engagement, engaged people, that idea of, we can be better if we have, take these values and these principles that we hold so dear in a technology space and we make that possible, we make that tangible in a business context. So it's a bit rambly, but that's kind of the journey that got me to where I am.  Ula Ojiaku  Not to me at all. I find it fascinating, you know, hearing people's stories and journeys. Now, there's something you said about, you know, you, weren't a good director, you knew how to do the work, but you just didn't know, or you weren't so good at the leadership aspects and then you had a wake up moment when your boss told you, you were coming off as arrogant. Looking back now and knowing what you now know, in hindsight, what do you think where the behaviours you were displaying that whilst it wasn't showing up to you then, but you now know could be misconstrued as arrogance?   Evan Leybourn  So let me take one step. I will answer your question, but I want to take it one step before that, because I've come to learn that this is a systemic problem. So the first thing, I shouldn't have been given that job, right. Now, do I do a good job? Eventually, yes, and I grew into it, and I'm not saying you need to be an expert in the job before you get it. Learning on the job is a big part of it, but we as a society, see that management is innate. It's something that you have, or you don't, and that's completely wrong. You don't look at a nurse or a doctor or an engineer and think, I can do their job. No, you think if I go to university and train, I can do that job. I don't think we look at a janitor and go, I can do their job without training. And a janitor is going to receive on the job, like it might be a couple of days, but they're going to receive on the job training. There was a study by, I think it was CareerBuilder, 58% of managers receive no training. We just have this assumption that I'm looking at my boss, I can do their job better than them. And maybe you can, but better isn't the same as good. Like, if they've reached their levels in competence, yes, you could probably be better, but not good. And so I think the skills of management are, it's an entirely different skillset to what, the thing that you are managing. And so I was good at, I was Director of Business Intelligence, so I was good at business intelligence, data warehousing systems. I didn't have the skills of management, no, running a thirty-five million dollar P&L, coordinating multiple business units, building out those systems and actually designing the systems that enabled effective outcomes. And so I think, I'm going to touch on two things. The first is, people and I, definitely, should have invested in learning how the skills of management before I became a manager. Not so that you're perfect, not so that you're an expert manager before you start, because you will learn more on the job than you ever will, from anything before you, before you do that job. But I didn't, it's the, I didn't know what I didn't know. I didn't know I was a bad manager. I was completely blind to that fact. I knew that outcomes weren't happening and that I was struggling, but half the time, it's a, why won't people listen to me? Why wouldn't they do what I say? Right, which, okay, yes, definitely not servant leadership material, but I didn't even know servant leadership was a thing. Right, so that's the point. At a minimum, I should have known what it took to be a manager, the skills that were going to be required of me. I should have made some investments in building that before I took that job, which is now the second point as to, they shouldn't have given me the job. And, again, this goes to that systemic problem.  I forget who like, there was like a Facebook, like, or a Reddit, like screenshot tweet, meme thing. And I saw it like six or seven years ago, and it stuck with me ever since. It was ‘God save us from confident middle-aged white men'. And I wasn't middle-aged, I was the youngest director in the public service at the time, but I definitely was confident. And for those of you not watching the video, I am white. So, the privilege and the assumption, I carried confidence into the interview, of course I can do the job, I run this team, I know how to do, like I know business intelligence and I know how to design business development systems, and it's like, sure it's a different scale, but it's the same thing. And because I came across as confident, because I thought I could do the job. I thought it was just what I was doing before, plus one, right. But it wasn't, because sure, I could do the plus one part, but that was 30% of the role. I was completely missing everything else. And so that's that other systemic problem, which I have learnt, sadly, over the last decade and a half, in terms of just, we overvalue confidence, then empathy, we overvalue confidence over skill. And I had one, I was empathetic. I didn't have, and, but I was weak at the skills, the management skills, I should have had all three, competence, confidence and empathy, but we value in interviews, as hiring managers, we interview confidence a lot more than the other two. And that is, I think the, one of the real systemic problems we have in the world, especially in tech, but just generally in the world.  Ula Ojiaku  Awesome. I mean, I was going to ask you, you know, what were those skills, but you've kind of summarised in terms of competence, confidence and empathy. So, well, I'm glad to hear the story had a happier ending, because you definitely changed course. So now knowing, again, what you now know, and you're speaking to Evan of 2008, what are the things, before going for that job, would you have told him to skill up in to be prepared for management?   Evan Leybourn  So, let me get very specific. So confidence, competence, empathy for me, those are the, so  this is something that I came up with, or I don't know where this idea emerged from, it's something that I've carried with me for the better part of a decade. For me, those three attributes are my measures of success. If I can have all three, that's what can make me successful. Now in terms of, going deeper than some of the specific skills that we need, that I needed, so the first one, emotional intelligence. Now, I know that's broad and fuzzy, but there were many times, and many times since I'm not saying I'm perfect and I'm not perfect now. This last week, there have been challenges where it's like I've misobserved, and I wish I had seen that, but being able to understand when you're not hearing somebody, when they're talking to you and you're listening, but not hearing, and so the emotional intelligence to sort of read and understand that there's a gap, there's something missing between what is being said and what is being processed up there in the little grey cells. The other one that, a couple, I'll call it emergent strategy. So, this idea of the three-year plan is completely ridiculous, it's been wrong for 30 years, but we don't develop enough of the counter skill, which is being able to take an uncertain environment, where there's insufficient information and ambiguity, make a decision, but design that decision with feedback loops so that, you know the decision is probably, right, that strategic decision is probably wrong, so rather than sort of run with it for three months and then make another decision, it's designed with these feedback loops, so it's, the next decision is better because you, it's the whole strategic system is designed to create those loops. And that was a key skill that I was missing, in that, this is the government, like I was a Prince 2 Project Manager, an MSP programme manager. I knew how to build the Gantt charts, and I was also an agilest, like I've been doing Scrum for the past five years, but like Scrum at a team level and agility at a business level was not something that many people had even thought about. And so, all of the programme level strategy was not agile. Again, this is 2008, and so we had this,  if I had known how to build an emergent, adaptive strategy, a lot of the challenges, the systems level challenges would have been resolved. And I could go a long time, but I'll give you one more.   So, I'm going to say communication, but not in the way that I think many people think about it. It's not about like conveying ideas or conveying messages, but it is that empathetic communication. It goes with that emotional intelligence and so forth, but it's the ability to communicate a vision, the ability to communicate an idea, and intent, not just the ability to communicate a fact or a requirement, like those are important too, but I could do those, but I had a large teams of teams across, not all of them reported to me, this was a whole government program. So there were people who reported to the program, but their bosses were in a completely different company, government department to me. And so I needed to learn how to align all of these people towards a common vision, a common goal beyond just a here's your requirements, here's the Gantt chart for the program. Please execute on this 1, 2, 3, 4, 5, right, which, sure, they did, but it's, they would, what's the saying? I think it was Deming, give someone a measurable target and they will destroy the company in order to make it. And you give them these, it's like, they will do like what that Gantt chart says, even if the world changes around them and it's the wrong thing to do, and we know, we've learned a lot better as a world, the idea of program level agility is pretty standard now, but 2008, it definitely, wasn't definitely not in government, definitely not in Australia. So, if I had been able to communicate intent and vision and get them aligned to that vision, and not just aligned to a Gantt chart, we would have been a lot more successful, we'd have a lot more buy-in, a lot more engagement. So, there's more, a lot more, but those would be, I think, some of the three that I would say really, really learn before you get the job.   Ula Ojiaku  Well, thanks for that. I'd like to just dive in a bit more, because you said something about the designing, you would have benefited if you knew how to design, build and adapt, that adaptive emerging strategy. How do you do that now? What's the process for doing this?   Evan Leybourn  So let me jump to the present. So, I run the Business Agility Institute. We're a fiercely independent advocacy and research organisation. We've been around for about four years, we don't do consulting, we're funded by our members primarily. Now, one of the very first publications that we put together was something called The Domains of Business Agility. It's not a framework, it doesn't tell you how to do it, it's not like Scrum or SAFe or Beyond Budgeting. Actually, Beyond Budgeting is not quite, if Bjarte heard me call Beyond Budgeting a framework, I'd be in trouble. It's, I think of it, I call it the ‘don't forget' model, because if you're going to change an organisation, these are the domains that you can't forget. The customers at the centre. Around that I would call the relationships, the workforce, your external partners, your vendors and contractors and suppliers, and your Board of Directors, because they represent ownership of the business. Around that are the nine, what I think of as ‘what's domains', right? These are the things that you need to focus on, right, there's leadership domains, individual domains, and so forth. One of them is strategic agility, otherwise known as adaptive strategy or emergent strategy. Now, one of the reasons that is one of the core domains of business agility and has been since 2018, I think, when we first published this, is because this is one of the fundamental capabilities for an organisation to not survive, but to thrive in uncertainty. Now, there are different approaches and, like, there's a whole bunch of different frameworks and approaches to BS, like four quadrant matrixes and tools and canvases. I'm not going to go to any of that, because A, all the tools are fine, right. So, find the one that works for you, Google will be your friend there, but what I want to do is, however, just look at what the characteristics of all those tools, what do they have in common? And I mean, I do that by really telling a little bit of a story. We, one of the things that we run is the Business Agility Conference in New York. It did run every March in New York city until 2020, well actually it ran in 2020. I know the exact date COVID was declared a pandemic because I was literally onstage, because I had to tell our delegates that this was now officially a pandemic, and if you needed to leave early to get flights and so forth, because we had delegates from Denmark and Switzerland, then please feel free to leave and all that kind of thing. Now, this isn't about the conference, but it's about what was happening before the conference. So you had this emergent problem, COVID-19, starting in China, hitting Italy, and I think it was like February 28 or March 1st, thereabouts, the first case hit in America, and it was California, I think it was Orange County, it was the first case. And what happened was we started to see companies change. Now, I describe it, well, sorry, these aren't my words, I'm stealing this from a comic I saw on Facebook at the time, we saw companies responding and companies reacting. Now, this is the difference between strategic agility and non strategic agility. So what was happening, so the first company pulled out from the conference, travel ban, our people can't attend. Within a week we'd lost about 50% of our delegates, right. Now, remember all we know at this point, this isn't the COVID of today, right? All we knew was there was a disease, it was more contagious than the flu, it was deadlier than the flu and it had hit America, right. We didn't know much more than that. We certainly didn't imagine it would be two years later and we're still dealing with it. I remember thinking at the time it's like, all right, we'll have a plan for like September, we'll do something in September, we'll be fine by then, and a famous last words. But companies had to make a decision. Every company didn't have a choice, you were forced to make a decision. Now, the decisions were, like, do I go to a conference or not? Right. Do I ban travel for my employees? Do we work from home? But that decision came later, but there was a first decision to make and, you know what, there's no, there was no difference between companies, those companies that responded and reacted made the first decision the same, right. It's what came next, right. Those companies that were reacting, because every day there was something new that came up, a new piece of information, more infections, a new city, new guidance from the World Health Organisation or the CDC, and companies had to make decisions every single day. And those that were reacting, took the information of the day and made the decision. Those that were responding, took the decision they made yesterday, the new information, looked at the pathway that was emerging, that's that emergent strategy out of it and made the next decision. And so those strategic decisions that they were making as an organisation were built on the ones that came before, rather than discreet decision after decision after decision after decision. And so what ended up happening is you had those companies who were able to build a coherent strategy on insufficient information that grew and adapted and emerged as new information emerged, were better able to respond to the pandemic than those that were chaotically making decisions. And you could see that in something as simple as how quickly they could start working from home, or how quickly they made the decision to work from home, because those that responded, they had this thread of strategy, and so they were able to make the decision to work from home much faster, and then they were able to execute on that much faster. Whereas those that were not, did not. And I think of this as going to the agile gym, or business agility gym, no company was prepared for the pandemic. No company had a strategy paper of, if there's a worldwide pandemic, these are the things that we're going to do. But those companies that have practiced emergent strategy, right, in their product, in how they engage with the marketplace, they'd sort of, they'd taken concepts like lean startup and adopted some of those practices into their organisation. Those who had been to the agile gym, they knew how to respond. They weren't prepared for the scale of pandemic, no one had done emergent strategy at that scale, but they knew, they had the muscle memory, they knew how to do it, and so they just scaled up and operated in that new context. And it's like literally going to the gym, it's, if I build up my muscles, I mean, I definitely don't go to the gym enough, but if I did, right, I could lift more weights. So if a friend goes, hey mate, can you help me move a fridge, right, I'm able to do that because I have the capabilities in my body to do that. If I don't go to the gym, which I don't, not enough, right, and my mate goes, hey, can you help me move a fridge? It's like, I can help, but I'm not going to be that much help. It's, I'll stop it from tilting, right. I'm not going to be the lifter, right. So, the capabilities of that business agility enabled that emergent strategy or the responsiveness during a pandemic, even though no one was prepared for it. And that's kind of really what I see as organisations as they adjust to this new world.  Ula Ojiaku  Now you have this book, actually you've authored a couple of books at the very least, you know, there's #noprojects – A Culture of Continuous Value and Directing the Agile Organisation: A Lean Approach to Business Management Which one would you want us to discuss?   Evan Leybourn  So #noprojects is the most recent book, Directing the Agile Organisation is definitely based on my experience, it's drawing upon that experience back in 2008, I started writing it in 2009. It is out of date, the ideas that are in that book are out of date, I wouldn't suggest anyone reads it unless you're more interested in history. There are ideas, so sometimes I'll talk about the difference between business agility and agile business, where business agility is definitely, it's creating this space where things can happen properly through values and culture and practices and processes. But also it's very human, it's very focused on the outcomes, whereas agile business is more, how do we apply Scrum to marketing teams? And so my first book is unfortunately much more agile business than business agility.   Ula Ojiaku  Okay, so let's go to #noprojects then. There is a quote in a review of the book that says, OK, the metrics by which we have historically defined success are no longer applicable.  We need to re-examine how value is delivered in the new economy. What does that mean, what do you mean by that?   Evan Leybourn  So, the reason I wrote the #noprojects book, and this predates the Institute. So, this is back when I was a consultant. I've run a transformation programme for a large multinational organisation and their project management process was overwhelming. Everything was a project, the way they structured their organisation was that the doers were all contractors or vendors, every employee was a Project Manager. And so what ended up happening was they've got this project management process and it would take, I'm not exaggerating nine months, 300 and something signatures to start a project, even if that project was only like six weeks long. There were cases where the project management cost was seven to eight times the cost of the actual execution. Now that's an extreme case, certainly, and not all were that ratio, but that was kind of the culture of the organisation, and they were doing it to try and manage risk and ensure outcomes, and there's a whole bunch of logical fallacies and business fallacies in that, but that's another matter altogether, but what was happening is they were like, I'm going to focus in on one issue. I said there were many, but one issue was they valued output over outcome. They valued getting a specific piece of work, a work package completed to their desired expectations and they valued that more than the value that that work would produce. And I've seen this in my career for decades, where you'd run a project, again, I used to be a Project Manager, I'm going back like Prince2, you've got this benefits realisation phase at the end of the project. The Project Manager's gone, the project team is gone, the project sponsor is still around, but they're onto whatever's next. Half the time benefits realisation fell to the responsibility of finance to go, okay, did we actually get the value out of that project? And half the time they never did it, in fact more than half the time they never actually did it. It was just a yes, tick. And for those of you who have written business cases, the benefits that you define in the business cases are ridiculous half the time, they pluck it from the air, it's this bloody assumption that, hey, if we do this, it'll be better. I've seen business cases where it's like, we will save $10 million for this organisation by making like page reloads, half a second faster. So every employee will get three minutes back in their day, three minutes times how many employees, times how average salary equals $10 million. It's like how are you going to use that three minutes in some productive way? Is that actually a benefit or are you just trying to upgrade your system, and you're trying to convince finance that they need to let go of the purse strings so that you can do something that you want to do. So if we actually care about the value of things, then we should be structuring the work, not around the outcome, sorry, not around the output, but around the value, we should be incrementally measuring value, we should be measuring the outcome on a regular basis. Agile, we should be delivering frequently, measuring the value, and if we're not achieving the value that we're expecting, well, that's a business decision, right. What do we do with that piece of information? And sometimes it may be continue, because we need to do this, other times it may be, is there a better way to do this? And once you're locked into that traditional project plan, then sure, you might be agile inside the project plan, you might have sprints and Scrum and dev ops and all that kind of stuff, but if you can't change the business rationale as quickly as you can change the technology like the sprint backlog, then what's the point?  Ula Ojiaku  So you mentioned something and I know that some of the listeners or viewers might be wondering what's business outcome versus output? Can you define that?   Evan Leybourn  So, there is a definition in the book, which I wrote like six years ago. So I'm going to paraphrase because I don't remember exactly the words that I wrote, but an output is the thing, the product, the tangible elements of what is created, right. In writing a book, the output is the book. In this podcast, the output is the recording, the podcast that we're doing right now, the outcome and the impact is what we want to achieve from it. So, the output of the podcast is we have a recording, but if no one listens to it, then why? The outcome is that, well, the ultimate outcome is changing hearts and minds. Well, at least that's why I'm here. We want to create some kind of change or movements in, well in your case with your listeners, in the case of the book, the readers, we want to create a new capability, a new way of looking at the world, a new way of doing things. And so the outcome is, hopefully measurable, but not always. But it is that goal, that intent.   Ula Ojiaku  Exactly. So, I mean, for me, outcomes are like, what they find valuable, it's either you're solving and helping them solve a problem or putting them in a position, you know, to get to achieve some gains. Now let's just, are there any other books you might want to recommend to the audience, that have impacted you or influenced you?  Evan Leybourn  Yep. So I'm going to recommend three books. Two are very old books. So the first book is Deming, or actually anything by Deming, but Out of the Crisis is probably the best one, the first one, otherwise The New Economics. Deming is coming out of lean and manufacturing and the Japanese miracle, but he might've been writing in the eighties, seventies, but it's as agile as it gets, right. His 14 points for managers reads like something that would emerge from the Agile Manifesto, right. So I definitely love, I will go to Deming quite regularly in terms of just great concepts and the articulation of it.  The other book that I recommend for the idea, I have to admit it's a bit of a hard read, is The Goal by Eliyahu Goldratt. The Theory of Constraints, and if you Google Evan's Theory of Agile Constraints, and I think we're almost out of time, so I don't really have time to talk about it, but it's the Theory of Constraints, both in a practical sense as to how you actually optimise a process, but it also applies when you're looking at it from a holistic metaphorical standpoint, because I like to say, there is a constraint to agility in your organisation. You're only as agile as your least agile function, and it's not it IT software anymore, it's some other part of your business. You might have a sprint that can create a potentially shippable product increment every two weeks, but if it takes you three months to get a hiring ticket, or nine months get a budget change approved or six weeks to, until the next project control board, you're not, your agility is not measured in weeks. Your agility is still measured in months. Yeah. So Theory of Constraints, the book's a bit hard to read, it's definitely dated, but the concept is so powerful.   Evan Leybourn  So the last one that I'm going to recommend is, Sooner Safer Happier by Jon Smart. It's a relatively recent book. I, it's the book I've read most recently, which is partly why it's on the top of my mind. It is a very powerful, it really touches to the human sense of agility. It's in the title - Sooner Safer Happier, sooner is a technical value, right. Safer, happier, right? These are more than that, these are human values, these are human benefits. I know I said  three, but I'm just going to add a fourth, one more for the road. It comes to what I was talking about early in terms of my own experiences as a leader. And the book didn't exist at the time, but Dare to Lead by Brené Brown. Growth mindset is a bit of a buzzword these days, and there are definitely more mindsets than just growth and fixed. There are different kinds of mindsets that we hold, but just as a way of getting people to understand that you don't have to have all the answers, that you don't have to be right. So the reason I was arrogant, I was called arrogant by my boss at the time was because I didn't have a growth mindset. I didn't know I was wrong, or I didn't know what I didn't know. And it took some poking to make myself realise that I need to open up and I needed to be willing to learn because I didn't have all the answers. And the assumption that as a manager, as a leader, you're meant to have all the answers is a very toxic, cultural, systemic problem. So I think Brené Brown and the growth mindset work Dare to Lead is such a powerful concept that the more we can get people sort of internalising it, the better.  Ula Ojiaku  So thank you for that. How can the audience engage with you? Where can they find you?   Evan Leybourn  Yep. So, LinkedIn is probably the easiest way. I'm just Evan Leybourn, I think I'm the only Evan Leybourn on the planet, so I should be fairly easy to find. Otherwise, look at businessagility.institute We have a very comprehensive library of case studies and references, research that we've published, the models, like the domains that we have a new behavioural model that's coming out fairly soon, and you can always reach me through the Business Agility Institute as well.   Ula Ojiaku  Okay. And for like leaders and organisations that want to engage with the Business Agility Institute, would there be any, are there any options for them, with respect to that?  Evan Leybourn  So individuals can become individual members, it's 50 bucks a year, that's our COVID pricing. We cut it by 50%, at the beginning of COVID, because a lot of people are losing their jobs and we wanted to make it possible, easier for them to maintain as members. That gives you access to like, full access to everything. We publish books as well, so you can actually download full eBooks of the ones that we've published, and also obviously supports us and helps us grow and helps us keep doing more. We are however primarily funded by our corporate members, so it's what we call journey companies, those companies who are on the journey to business agility. So TD bank and DBS bank, for example, are two of our members, Telstra in Australia. So there is value in corporate membership and I'm not going to do a sales pitch if you are, if you want to know more, reach out to me and I'll definitely give you the sales pitch.  Ula Ojiaku  Awesome. Well, thank you so much. These will be in the show notes, and I want to say thank you so much, Evan, for making the time for this conversation. I definitely learned a lot and it was a pleasure having you here.   Evan Leybourn  Thank you. I really appreciate being here.   That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Hello Needlemovers! On this episode of our book club series we dive into The Goal by Eliyahu Goldratt, one of the first personal development books your hosts read at the start of their professional careers. In this episode we get into understanding Waste and Understanding Bottlenecks.Check us out and send us a message on our instagram, Tik Tok and Youtube platforms @the.needle.moversOur website is www.theneedlemovers.xyz

This week we cover: Rationalizing production, TPS Engineering, Cognitive load research, Single piece flow. Our weekly improvements, and a discussion of developing software vs buying off the shelf. Continuous improvement is not unique to lean. It is something we all do, but lean and TPS do bring a systemized and scientific approach to improvements that is very helpful. TPS is not about reducing waste. It is about solving your problems in a rational and scientific manner. So what is meant by rationalizing your production? Don't seek local optimum but instead rationalize your entire process to and make sure your decisions are inline with your goals. Ask why 5 times to get to the root cause and solve the problem at the source. Toyota seems to focus on the human element. "We are what we repeatedly do. Excellence, then, is not an act, but a habit." - Aristotle "Practice does not make perfect, practice makes permanent. Perfect practice makes perfect." TPS Engineering achieves better results with half the engineering hours in half the time. Their teams, unlike most companies, are large at first then get smaller over time. The savings they seem to be leveraging is reducing rework. 90% planning, and 10% execution. This is hard because it shows slow progress at the beginning but has very little rework. Devin relates this to his process of designing fixtures. How do we think about this approach when compared with the concept of "fail-fast, fail cheap"? Do we fail fast and cheap on a whole project or can we break things down to de-risk a crux of a process, it can avoid a lot of rework. Mental work load is something that is barely talked about in an explicit way in a lot of writing on TPS. There is some very interesting research on this topic. Uriel spoke with Kenneth Kotovski who spoke about some of his research on the impact of "problem isomorphs". They saw a 15x increase in time of solving a structurally identical problem. There are many examples of difficult mental tasks that could be eliminated or greatly simplified. There are so many examples of us overusing our brains which pulls them off of much more useful tasks. Single piece flow. What is it? Devin and Uriel give an overview of single piece flow. The idea is that a single piece of the thing you're producing moves from one process to the next with no waiting between and not in batches. It's very hard to achieve. Eliyahu Goldratt mentioned that Ford used a spatial constraint, Toyota uses inventory constraint, to achieve flow. He then proposed using the release of stock to limit overproduction. How do dishwashers impact the kitchen. This is a good example how batches have far reaching effects. More storage space for more dishes means traveling further to move around the kitchen because you need so many dishes because of the batch size of a dishwasher. Single piece flow as a north star to move toward. It has far reaching impacts from quality, space, and highlighting new issues to solve. Devin and Uriel go over some of their small improvements. Devin shares some of the challenges he's having with quoting new jobs and the software available. There are some very expensive solutions that MAY do what he needs, but there are also some cheaper options including just building tools in house. The question is which direction to go.

Dylan is joined by his new WTP Book Club co-host Chris Zappettini to dive into the first 12 chapters of Critical Chain by Eliyahu Goldratt. Chris and Dylan talk constraints, focus, and more! Check out Zap's IG @zap.consulting ----------------------------------------- Help support the podcast www.patreon.com/withintolerancepodcast

Türkiye Teknoloji Takımı Vakfı tarafından hazırlanan T3 Podcast'e hoş geldiniz!T3 Podcast'in 2. sezonunda her bölüm farklı bir kitap üzerine konuşuyoruz.Bu bölümde  üzerine konuşacağımız kitap Eliyahu Goldratt  tarafından yazılan Amaç.0:49 Eliyahu Goldratt Hakkında1:10 Amaç kitabı hakkında3:02 İş-yaşam dengesi hakkında8:22 Doğru sorularla doğru eylemlere yönelmek13:40 İşleri önceliklendirmek20:33 Korku aksiyonlarımızı etkiler mi?23:50 Küçük alışkanlıkların büyük etkisi

Scott Sedam is the Owner and President of True North Development. True North is a training and consulting firm for homebuilders, trade contractors, and suppliers, specializing in applying Lean Methods to the homebuilding industry. Scott likes to say that True North focuses on delighting the customer and removing "waste" . It's about the value proposition and discovering the benefits that the customer and builder will receive through LEAN analysis of the home construction process. In short, the Lean methodology is a way of focusing and optimizing building plans and specification, the builder's staff and trade partner experience, and the organizational structure toward creating a streamlined cost-effective building process. It's based on two guiding tenets, continuous improvement, and respect for people. In this buildCAST, Scott speaks to how he became the first quality assurance person at Pulte Homes, and then to spreading the LEAN gospely to the construction industry. True North website Scott Sedam on LinkedIn Scott regular column in Pro-Builder magazine The Goal: A Process of Ongoing Improvement – 30th Anniversary edition by Eliyahu Goldratt

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Shahin was working with a group of Scrum Masters. As he started to observe the work of the Scrum Masters, he observed a pattern that he could not understand. The team lacked energy. In an effort to help the team, and the Scrum Master, Shahin and the Scrum Master started to do some small changes to the meetings and Scrum ceremonies, but the needle didn't move. Eventually the Scrum Master left the organization. Later on, Shahin met some of the team members and learned the real pattern that had been going on in that team, a dark pattern that we must be aware of! Listen in to learn what the pattern was, and how you can be ready for it!  Featured Book of the Week: Agile Retrospectives by Esther Derby and Diana Larsen The book Agile Retrospectives by Esther Derby and Diana Larsen is a book that Shahin still goes back to even after having read it many years ago. It's a book that can help starting Scrum Masters to be ready to host great Retrospectives for their teams, especially when they don't yet have a large number of tools to use in those ceremonies.  In this segment, we also refer to The Goal by Eliyahu Goldratt. A book that Shahin describes as a story telling book that brings a perspective of the whole organization performance, a perspective that we don't often have as a Scrum Master  How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta!   About Shahin Sheidaei Shahin Sheidaei is an Agile, Lean and Success Coach,International Speaker, Transformation Expert, and Entrepreneur.   Shahin is a passionate organizational designer focusing on organizational performance, and is also founder and principal coach at Elevate Change Inc. You can link with Shahin Sheidaei on LinkedIn and connect with Shahin Sheidaei on Twitter.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Salvatore was working in a startup with a team that, on paper, was a star team. However, when he started to observe how they worked, he noticed that the team was rarely sticking to what they had planned for the Sprint, and even the PO was at a loss on how to help the team stay on track and focus on what they had planned. In this segment, we refer to Cost of Delay, one of the topics discussed in The Principles of Product Development Flow, and share some tips on how to help a team that is stuck in this situation. Featured Book of the Week: The Goal by Elyahu Goldratt In The Goal: A Process of Ongoing Improvement by Eliyahu Goldratt, Salvatore found the principles behind lean thinking as well as a model that helped him in his work as a Scrum Master. The Goal is a book where Theory Of Constraints is introduced to a business focused audience concerned with improving the performance of their businesses. In this segment, we also refer to The Principles of Product Development Flow: Second Generation Lean Product Development by Don Reinertsen, which helped Salvatore understand how the flow of work can be investigated and improved in organizations. How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta! About Salvatore Rinaldo Salvatore is an Agile Coach and Scrum Master based in London. His background is in telecommunications and software engineering. For the past 7 years, Salvatore has been helping organizations leverage Lean, agile, Flow principles and system thinking to achieve better business agility. You can link with Salvatore Rinaldo on LinkedIn. 

In this episode, Usha from PM Power Consulting is in conversation with Chitra and shares her 3 plus decades of experience in software and technology around -Working at Raman institute for 10 years, her first exposure to computing A research institute expects you to do your own learning, but of courseWriting programs for 'astronomical' data analysis and structures of crystals in pascal & Fortran, Finding logic was easy, testing with missing data and reconstructing it was challengingBecoming self-reliant, so finding solutions is now naturalBuilding test harnesses from scratch, Joining i2 tech in supply chain planningSetup the first performance testing lab, getting things startedWorking with resource constraints while setting up the performance labLearned how software products were sold, understanding product ROILearning from Eliyahu Goldratt's book and seeing those principles applied in product developmentCustomer experiences & product deliveryA stint in Australia via Siemens in the telecom domain - testing & system integrationThe evolution towards collective responsiblity from specialized roles & functionsConcept of quality and embracing culture around it, getting people aligned around quality goalsViews on establishing test procedures, measuring effectiveness & ROICustomer experiences right under their nosesImportance of building the right teamsImportant to follow your heart & passionUsha is a Consultant with PM Power. She has worked for companies like Tech Mahindra, Siemens and Mindtree before founding LastMile Consulting Technology Solutions.She has been a practitioner of Agile for 15+ years. She trains and helps large teams adopt agile methods

If you are making a change in your business, you have to have everyone be ready. If you are fortunate enough to need to hire a team or have a team, you have to understand The Goal by Eliyahu Goldratt. Let's talk about Herbie one more time. Links & Resources: Host: Sean Low of The Business of Being Creative Have your own opinion on Sean's tips and advice? Talk Back!! Email Sean or record a voice message directly through his show's site! Link: Join Sean's Collective of Business Creatives Follow Sean on social media: Instagram: @SeanLow1 | Facebook: Facebook.com/Sean.Low.35 | LinkedIn | Twitter: @SeanLow -- Podcast Network: The Wedding Biz Network Production House: Flint Stone Media Copyright of The Wedding Biz, LLC. 2022.

TODAY´S EPISODE IS BROUGHT TO YOU BY THE FLOW RESEARCH COLLECTIVE Are you an entrepreneur, a leader, or a knowledge worker, who wants to harness the power of flow so you can get more done in less time with greater ease and accomplish your boldest professional goals faster? If you´ve answered this question with “hell yes” then our peak-performance training Zero to Dangerous may be a good fit for you. If this sounds of interest to you all you need to do is go to getmoreflow.com right now, pop in your application and one of our team members will be in touch with you very soon.  ABOUT THE GUEST: Dr. Alan Barnard is an entrepreneur, philanthropist, strategy advisor, research scientist, app developer, author, lecturer, podcaster, lifelong learner and coach.  Alan is considered one of the world's leading Decision Scientists and Theory of Constraints experts. His research focuses on understanding why good people make, and often repeat bad decisions, and how to avoid these. Alan is the CEO of Goldratt Research Labs, which he co-founded with Dr. Eli Goldratt, creator of Theory of Constraints and author of THE GOAL. GRL's goal is to help individuals and organizations make better faster decisions when it really matters. From their research, Alan and his team has developed the range of award-winning Harmony Apps. Their clients include Fortune 1000 companies, Government Agencies and people from over 70 countries that are using their apps to make difficult life and business decisions. For more information, visit www.dralanbarnard.com, www.goldrattresearchlabs.com, www.harmonyapps.com  and www.tocodyssey.org  ABOUT THE EPISODE:  In this episode, you will learn about: Multitasking Doesn't Work (03:08) Challenge basic assumptions (14:37) 5 Steps to better decision making (20:33) Defining problems properly (31:41) Eliyahu Goldratt & his research (33:26) Counterintuitive Theory of Constraints (38:38) How Dr. Alan helps organizations (45:25) Theory of Constraints Parent Category (52:44)   Social media Handles LinkedIn: https://www.linkedin.com/in/dralanbarnard/ Facebook: https://www.facebook.com/dralan.barnard Instagram: https://www.instagram.com/dralanbarnard  Twitter: https://twitter.com/dralanbarnard  ‍ STEVEN KOTLER is a New York Times bestselling author, award-winning journalist, and Founder and Executive Director of the Flow Research Collective. He is one of the world's leading experts on human performance. His books include The Art of Impossible, Stealing Fire, and The Rise of Superman. His work has been translated into over 40 languages and appeared in over 100 publications, including the New York Times Magazine, Wall Street Journal, TIME, Wired, Atlantic Monthly, The Harvard Business Review and Forbes.

Michael Nakamura is one of the world's best 4a yoyo players who, in four years went from picking up his first yoyo to winning the world yoyo contest. So what accounts for his meteoric rise? Well, you'll find out that and much more as we discuss horizontal 4a theory, the future of soloham, and Michael's approach to contest and performance preparation. Further research: Michael's Instagram: @michael_nakamura Maximum Entertainment 2.0 by Ken Weber Showmanship for Magicians by Dariel Fitzkee The Goal by Eliyahu Goldratt (the theory of constraints) The Magic Way by Juan Tamariz Tarbell Course In Magic by Harlan Tarbell The Yonomicon by Mark McBride --- Support this podcast: https://anchor.fm/kill-your-yoyo/support

Original article: https://thetotalliving.com/2022/04/5-reading-listening-tips-for-week-13-2022-featuring-nassim-taleb-eliyahu-goldratt-gary-halbert-category-pirates/ Black Swan – Nassim Taleb https://www.amazon.com/gp/product/081297381X/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=081297381X&linkCode=as2&tag=thetotallivin-20&linkId=faba3ecf5ac23e255121ffb1120594d2 The Bed of Procrustes – Nassim Taleb https://www.amazon.com/gp/product/0812982401/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0812982401&linkCode=as2&tag=thetotallivin-20&linkId=3f7763e2e1655334c8a56a3a9b4a2f12 Beyond the Goal – Eliyahu Goldratt https://amzn.to/3K4NxWJ The Boron Letters – Gary Halbert https://amzn.to/3LyYb8o The Content Pyramid: The 5 Levels Of Becoming A Legendary Writer, Creator, and Thought Leader – Category Pirates https://categorypirates.substack.com/p/the-content-pyramid-the-5-levels?s=r Subscribe to Category Pirates here: https://categorypirates.substack.com/ My name is Oscar Lagrosen and am the founder of The Total Living. I publish a new podcast episode every single day about antifragile hyper-productivity without goals. Tips, frameworks, and big ideas to craft your ideal life, both right now and in the future.

Elisabeth is an author and technology executive with a proven track record for growing leadership teams and shaping cultures to build innovative products at a sustainable pace. She is the Founder and CTO of Curious Duck Digital Laboratory, a company that is building a game to explore tradeoffs in software development. Sign up to be the first to play. Connect with Elisabeth: Website, LinkedIn, Twitter Check out her books: Explore It! and There's Always a Duck. Episode links: Game Development Conference (GDC) Talks Gerald Weinberg, Systems Thinking Dr. Eliyahu Goldratt, Theory of Constraints (TOC) Peter Senge, Intro to Systems Thinking Relationship and Difference Between Greenplum and PostgreSQL Comparing Rails, StimulusReflex, and Hotwire Ruby on Rails

What's the most important to your customers and clients? My guest Greg Kihlstrom is an expert on applying agile principles to things like customer experience and we have a great chat about why we should all consider customer experience and also a good chat about which professional assets make the biggest difference to your industry status and clout? In this episode: Bootstrapping a business How introverts can build success Why customer experience matters Becoming a known brand Why start a podcast? Leveraging your online content and more. Greg's book recommendations are https://amzn.to/3nQoe1n (The Hard Thing About Hard Things by Ben Horowitz), https://amzn.to/32ooNbf (Drive by Daniel Pink) and https://amzn.to/3fMGO62 (The Goal by Eliyahu Goldratt). Greg's latest book is called https://amzn.to/32oq2az (Meaningful Measurement of the Customer Experience) and is available to buy now. Greg's podcast is called The Agile World and if you'd like to connect with him, he's on LinkedIn and happy to hear from you: https://www.linkedin.com/in/gregkihlstrom/ (https://www.linkedin.com/in/gregkihlstrom/) Remember to check out our sponsors BrandFace by visiting https://LearnAboutBrandFace.com (LearnAboutBrandFace.com)

In the thirty-third episode of the Manufacturing Hub podcast, we're talking to Max Krug. Max is an Operational Excellence professional and consultant. He works across various business lines and provides them with root cause analysis of their operations which typically leads to bottom-line improvement and cost reduction.From Engineering, to working for the local Manufacturing Extension Partnership, to consulting, back to industry, and now running Future State Engineering!Wonder why your facility is running poorly?Why Sales, Operations, and Procurement are always fighting?Your answer lays within Dr. Eliyahu Goldratt's Theory of Constraints. Max is the person who takes and implements that.We're very excited for this one off show!#manufacturing #automation #theoryofconstraints #toc #engineering- Where to find us:-- Max--- https://www.linkedin.com/in/maxkrug/--- https://futurestateengineering.com/-- Vlad--- https://solisplc.com/--- https://www.linkedin.com/in/vladromanov/-- Dave--- https://www.linkedin.com/in/davegriffith23/--- https://www.twitch.tv/davegriffith

Conversation between Microsoft MVP+RD Christian Buckley (@buckleyplanet) and Art Close, recently retired Director of Logistics Education at Western Guilford High School and Guilford County Schools in Greensboro, North Carolina, and an award-winning educator at the undergraduate and graduate level in operations management, mathematics, and strategic planning. For this episode, Art and I discuss the evolution of collaboration within the education sector -- both the technology and the ways in which students, teachers, and leadership engage. We also share some ideas on governance and the art of people management, with mentions of W. Edwards Deming, Eliyahu Goldratt, and Marcus Buckingham. You can find more information on my guests on my blog at https://www.buckleyplanet.com/2021/09/collabtalk-podcast-episode-23.html

Diesmal haben wir einen absoluten Klassiker auf der Leseliste: Das Ziel von Eliyahu Goldratt aus dem Jahr 1984. Diesmal im Leseoptimisten-Trio mit Djuri Radenovic und Cordula Schneider diskutiere ich darüber, was davon noch heute gilt und was wir inzwischen anders sehen. Und folgen Alex Rogo bei seinem Weg zum optimierten Unternehmen. Und wir stellen fest, da gibt es einiges, das sich auf Kanzleien übertragen lässt und ist in großen Teilen zeitlos.

Tune in to find out how we can think clearly and develop breakthrough solutions. Being a physicist Dr. Eliyahu Goldratt adopted the traditions, constructs, and rigor of the hard sciences, when he introduced a set of thinking tools to serve as a framework to raise questions regarding existing paradigms, identify problems in any environment (not necessarily business), converge on to the root cause of these issues and build robust solutions. By the way, this episode has a small but interesting test that you can apply at your workplace to understand any problem, better. For more details, read at: https://www.vectorconsulting.in/theory-of-constraints/the-scientific-basis-of-theory-of-constraints/

This year's Veterinary Meeting and Expo is a hybrid conference across physical and digital spaces that is sure to provide a unique experience. This week, Shawn & Ivan welcome Gene O'Neill of the North American Veterinary Community to discuss innovation in virtual conferences. Gene recommends The Goal by Eliyahu Goldratt (amzn.to/3fpo0uj). Learn more about Gene at navc.com.    

https://www.melanieparish.com/ (Melanie Parish) is the author of https://www.amazon.com/Experimental-Leader-Cultivate-Organization-Innovators/dp/1989603149 (The Experimental Leader,) Melanie opens our eyes to the reality of leadership management, and the fact that it's something far more important than we think. She has offered our listeners a free e-copy of the book. Go to https://eldigital.experimentalleader.com/the-experimental-leader-digital-book (https://eldigital.experimentalleader.com/the-experimental-leader-digital-book) Melanie is a speaker, consultant, workshop leader, author, and Master Certified Coach through the International Coaching Federation, in which she received the Prism Award. Melanie has consulted and operated within organizations ranging from a Fortune 50 company to IT start-ups within their first round of funding.  Many of Melanie's innovations surrounding business outline science and a need for experimentation and data collection. Melanie says, “When we have a status quo that we want to change, we start to try things and we start to experiment. I've noticed in organizations that what happens traditionally with people's careers is they live and die by ideas. We've all been on a team where someone had an idea and they invested a ton of money, but the idea didn't work out. Then that leader loses credibility in the organization. When we adopt in leadership an experimental culture, we start to think of experimenting in something we all buy into together.” In today's corporate environment we are demanding innovation. The beauty of an experiment is playing as you go and deciding how much you want to invest up-front. We're just trying to prove the concept, and Melanie provides us with practical application. Melanie says, “That explicit awareness that you've asked people to spend their lives working for you, for the organization, and to pay attention to what they're doing and to hold that curiosity deeply about what they're doing. Then, to help support them to help do their bottleneck so they can do it better.” Are we truly supporting our upcoming leaders with innovative techniques such as Melanie's? Experimentation in business seems to possess a certain kind of togetherness and risk. A hypothesis that we can all buy into together, and if we fail, the next experiment begins. Ideas like these inspire creativity by informing the corporate audience that this is a process in trial and error rather than immediate gratification.  Other resources referenced in this episode: https://www.tocinstitute.org/theory-of-constraints.html (Theory of Constraints) a process improvement methodology of Dr. Eliyahu Goldratt that emphasizes the importance of the system constraint or “bottleneck.”  If you would like to learn more about Melanie Parish, and her workshops,  https://www.melanieparish.com/ (Website) https://www.linkedin.com/in/melanieparish/?originalSubdomain=ca (Linkedin) https://twitter.com/MelanieParish?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor (Twitter) https://www.amazon.com/Experimental-Leader-Cultivate-Organization-Innovators-ebook/dp/B0868TW1X5 (Book)    Join https://www.linkedin.com/in/kirstingooldy/ (Kirstin) for "http://www.pureentelechy.com/classes/ (Soul Tea -- Conversations On the Soul)” Discussion to support your Soul's Journey and its Evolution Meets online every other Friday 12 pm – 2 pm Eastern Free -- please register at https://www.pureentelechy.com/classes/ (pureentelechy.com/classes)

Are you too busy to read/listen? I'm too busy NOT to read and listen!!! I believe leaders are learners and will take any and every opportunity to grow. However, it's like food: if you don't choose what you will eat, you end up eating trash fast food and eventually start looking like it also! If you don't intentionally feed yourself with learning materials you will consume what someone else wants you to feed on - social media, news etc etc. I like to listen to audiobooks and, more recently, podcasts. If I find a podcast or audiobook that is REALLY good, I buy the physical copy to keep. If I find a book REALLY REALLY good I will buy extra copies to give away. In this session I will unpack WHAT I'm listening to/reading, WHY I am listening to that specifically, HOW I listen and what I'm learning. My goal is to stir you up to do the same. 1. WHY I listen/read I want to grow. There's so much I don't know. I want to stay sharp. I want to learn from people who have gone before me. Not learning is simply arrogance and sets you up for stupid mistakes because we don't learn from the mistakes and wisdom of those who have gone before us. 2. HOW I listen/read I'm busy. I am married to my best friend and have four teenage children plus three dogs, chickens and ducks. I lead business people all over the world and have friends and family spread everywhere. I also have a 3 acre property whose landscape was destroyed by fire in 2018 and is still being restored. Needless to say I have every reason to be 'busy.' OR I CAN GET CREATIVE. I read a couple pages of a physical book before I go to sleep every night I read a few pages on Saturday mornings before I start on chores I snatch a few pages here and there during the week I listen to audiobooks/bible if I wake in the night (on a timer as I will fall back to sleep) I listen to audio/podcast as I do chores, drive in/out of town and do exercise The point is this - there is ALWAYS TIME for what is most important. 3. WHAT I am listening to/reading at present The themes I sense Lord speaking to me about for this year are leadership and the Kingdom of God. So I have intentionally sought out books/resources that feed that. I also get recommendations from friends all the time and if one or more of these resonate with me I will grab a copy. Current or just finished: Jack Taylor - The Cosmic Initiative E. Stanley Jones - The Unshakeable Kingdom and the Unchanging Person Myles Monroe - Gods Big Idea. Rediscovering the kingdom. Applying the kingdom RT Kendall - The Lords Prayer Ford Taylor. Relactional leadership (Ive been giving away LOTS of copies of this one) Alisa Childers. Another Gospel (I've been giving away copies of this one) Eliyahu Goldratt. The Goal. Theory of constraints Patrice Tsague. Biblical Entrepreneurship Current Podcasts God is not a Theory (Ken Fish) Alisa Childers Podcast Ford Taylor Talks   What book or podcast are you listening to at the moment that you think EVERYONE should be listening to also?  

This week Dylan is joined by Clive Murphy, founder of Powerbrake, a manufacturer of high performance brake systems for the 4x4 market. Clive talks about the origins of Powerbrake, learning to specialize to grow a business, and the trial and tribulations of starting a 5 axis manufacturing company in South Africa. Clive also shares some stories from his time learning from Eliyahu Goldratt, author of the first #withintolerancebookclub book "The Goal".

Putting Supply Chains on Autopilot with Ali Raza Ali Raza and Joe Lynch discuss putting supply chains on autopilot. Ali is a theory of constraints (TOC) practitioner who founded a company to help supply chains to improve throughput. About Ali Raza Ali Raza is the Founder and CEO of Throughput, Inc., an AI-Powered software to help companies run leaner, faster, smoother, and safer operations out of the box. Ali comes from a deep academic and real-world industrial operations in process simulations and operations management. He has managed onshore/offshore/war zone logistics as well as batch, continuous, and discrete manufacturing setups. At Schlumberger, he became one of the youngest Geomarket Production Services, pioneering 3 projects and serving 50+ industrial clients. His production teams were responsible for billions of dollars of hydrocarbon output to the global economy. Ali joined his first tech startup while still an undergraduate student at the University of Pennsylvania. Since then, he has been eliminating one global bottleneck after another, with his current focus on optimizing supply chains that extend to Mars. About ThroughPut, Inc. ThroughPut Inc. is the Artificial Intelligence (AI) Supply Chain pioneer that enables companies to optimize their Operations by leveraging their existing Data Systems to increase Output, Quality and Profitability across their entire enterprise. ThroughPut's AI software, ELI, includes the only Bottleneck Management System (BMS) that utilizes existing enterprise data systems, such as ERP, MES, IMS, TMS, WMS, PLC, EAM, POS, CRM, SCADA, Historian, and other data systems, to solve for the $25 Trillion of annual Waste across global supply chains already today. Such constraints to the $90 Trillion global Economy could otherwise be dedicated to more productive, useful and sustainable purposes for the benefit of all stakeholders and communities. ThroughPut's AI software is designed by Fortune 500 Supply Chain & Logistics leaders, Silicon Valley AI and Analytics pioneers, and top global Operations Experts in the areas of the Theory of Constraints, Lean Manufacturing, Supply Chain Automation, Total Quality Management, and over four-dozen other leading best practices now digitized as part of the ELI software, with hundreds of years of hands-on experience in the space. Key Takeaways: Putting Supply Chains on Autopilot In the podcast, Ali provides an overview of throughput, theory of constraints, and Eliyahu  Goldratt. Throughput is the amount of material or items passing through a system or process. Throughput can be calculated as Inventory = Rate multiplied by Time, where “rate” is the throughput. Ali and other followers of the theory of constraints believe that throughput is more like a way of life as opposed to a simple metric. The theory of constraints (TOC) is a management philosophy that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a process to identify the constraint and restructure the rest of the organization around it. Eliyahu Goldratt was an Israeli physicist turned management guru. Dr. Goldratt is best known as the father of the Theory of Constraints (TOC), a process of ongoing improvement that continuously identifies and leverages a system’s constraints to achieve its goals. He introduced TOC’s underlying concepts in his business novel, The Goal: A Process of Ongoing Improvement, which has been recognized as one of the best-selling business books of all time. At ThroughPut.ai they have a world class team of industrial experts from the fields of operational excellence, artificial intelligence, supply chain, manufacturing, distribution, industrial automation, and finance with the goal of making and moving thing more efficiently. Their approach reduces the time from order to cash and produces in increased free-cash-flow. ai uses AI to help decision-makers identify and eliminate process, and supply chain bottlenecks. This AI driven approach enables companies to put their supply chains on auto-pilot – an optimized system that yield high throughput and cash-flow. Learn More About Putting Supply Chains on Autopilot Ali Raza ThroughPut Inc  Throughput Economics: Making Good Management Decisions Overcoming Supply Chain Disruptions with Shanna Greathouse and Tony Nichols The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn

In this episode James La Trobe Bateman: talks us through the concept of response time, an idea that was inspired by the book “The Goal'' by Eliyahu Goldratt. James walks us through the business's innate ability to deliver value in a timely manner. We discuss being able to know what customers value and the costs and consequences of large runs on lead time.  https://theleaneffectpodcast.com/ https://www.facebook.com/TheLeanEffectPodcast https://www.facebook.com/groups/272448766629082/ https://www.linkedin.com/company/the-lean-effect-podcast/ Insta: @theleaneffectpodcast Twitter @TheLeanEffect Guest: James La Trobe Bateman LinkedIn: https://www.linkedin.com/in/jameslatrobebateman/ Website: www.remodelinternational.com Host: Mark Dejong: https://www.linkedin.com/in/mark-de-jong-investor-lean-advisor-0288695/ Mark@4ppartners.ca https://www.4ppartners.ca Phone: 1-778-807-9691

This week we discuss a terrific book all about leadership - and how the principles can be applied to any e-commerce business. Jump in with us and learn more about Call Sign Chaos, and the leadership principles of Jim Mad Dog Mattis.

Jason Grier is the Executive Vice President and Chief Customer Officer at Reputation.com. He leads Reputation.com’s customer loyalty and growth initiatives as Executive Vice President and Chief Customer Officer. He's the former Senior Vice President of Global Support Operations and Chief Customer Officer at McAfee, where he spent more than 10 years.   While at McAfee, Jason built a reputation as an industry leader in customer support and operations. His teams were honored with a number of awards, including the Intel Quality Award, a prestigious honor for outstanding quality and a personification of Intel's values and the highest team honor given at Intel. His teams also won two TSIA Star Awards, two Service & Support Professionals Association Awards, and a Stevie Award for innovation in action.   Before his time at McAfee, Jason held executive-level positions at Sutherland Global Services and Covad communications.   Questions Can you share with us a little bit about your journey, how it is that are able to get into these different roles? And of course, more importantly, what led you to the role that you are currently in today? Could you share with us a little bit about your organization? It says you're the Executive Vice President and Chief Customer Officer at Reputation.com. What does Reputation.com do? In terms of customer experience and reputation, how can an organization ensured that if they had a good reputation, a good brand image in the eyes of their customer pre COVID, how can they sustain that and even surpass COVID with those customers maintaining their reputation? Could you share with us maybe two to three things that you think an organization or characteristics that an organization needs to embody in order to really have a reputation that is strong, where customer experience is concerned? Could you share with us how do you stay motivated every day? What's the one online resource, tool, website, or app that you absolutely can't live without in your business? Could you share with us maybe one or two books that have had the biggest impact on you? It could have been a book that you read many, many years ago, but it still has an impact on you or maybe a book that you read recently. A lot of our listeners are business owners and managers who feel they have great products and services, but they lack the constantly motivated human capital - if you are sitting across the table from that person, what's the one piece of advice that you would give them to have a successful business? What’s one thing that’s going on in your life right now that you’re really excited about – either something you’re working on to develop yourself or your people? Where can listeners find you online? Do you have a quote or a saying that during times of adversity or any form of obstacle or challenge that you're being faced by you'll revert to this quote because it kind of helps put you back on track and just get you refocused. Do you have one of those?   Highlights   Jason’s Journey Jason stated that it's a great question and anybody that's being honest when they talk about their career, has to say that a lot of it is luck and a lot of it is timing and a lot of it is hard work. But he was coming around at a time when the call center world was really beginning to migrate to offshoring in India. And he found himself right in the middle of all this transformation.   And so, if you think about what companies were doing back in the very early two thousands, it was all about how could we be more efficient? How can we be more productive? How can we reduce our costs? How can we keep our customers loyal, back then it was how do you improve customer satisfaction?   He found himself doing a lot of travel back and forth to India, found himself in the middle of all types of big change with lots of big companies. And so, he was very fortunate in the sense, unfortunate a sense that he was doing a ton of travel, but very fortunate in the sense that he was right in the middle of it all with some of the world's biggest brands in the middle of their operational transformation. And it was just a very natural progression into the career that he ended up having at McAfee and the operations world and as the world of CX really kind of became to get more formalized.   Again, happened to be the person that had the most experience doing this. And as a result was selected to lead those efforts. So, the world of formal CX in and of itself is still relatively new, it hasn't been around as a formal practice for that long. And plenty of people are still trying to figure out the really tough aspects of it, which are how you operationalize this. So that's a very brief story of how he got to where he is.   What Does Reputation.com do? Jason shared that in terms of the world of CX, if you think about how the traditional survey world has evolved and all the listening posts that the CX practitioners are beginning to collect and listened to and take action on; it's not just surveys anymore, it's social media, it's reviews, it's business listening data. And so, what they've been able to do is build a platform and an algorithm that really allows their customers to get found, get chosen and get better through not only all of the point products that he just named, but really the amalgamation of all that into one platform, using one algorithm to really spit out and generate actionable data that allows them to hear what their customers are saying and take action on what they hear.   So they're smack dab in the middle of what some would call the CX space and what others would call the online reputation management space. And so, they've actually created their own category, which they now call RXM for Reputation Experience Management.   Me: So, when I do customer service training, one of the things that we ask the participants is what makes them choose one business over another? And usually, you'll have different options, you have price, you have quality of product, quality of service, convenience, reputation is always one of the options there. What's are your views, we’re in this space now where there's a lot happening globally. Some companies are exercising a lot of hibernation, they're not extending much spend because they're very unsure of what the future holds. And because of that, they're really trying to stay afloat. And then you have other organizations that this economy actually is making them thrive and they are spending abundantly.   Keeping a Good Reputation, A Good Brand Image in the Eyes of Customers Jason shared that one of the reasons that he really likes the name of their company so much is because, reputation. Brands are built on reputations and reputations are built on trust. And what's really interesting about today's world, the COVID world is the implications for how people are going to want to do business moving forward.    And the best predictor of the future is always the past. And so, if you go back and you look at something as impactful and change full as 9/11 was for the United States. What did that ultimately change? Well, it actually changed the way that we travel. If you kind of look at how you traveled before and how you travel after it's completely different. And he could go through all kinds of different scenarios that have happened between then and now, but this one's different because it impacts everybody the same. Nobody is immune, every business, every person is immune. And what is top of mind for every customer and literally across the world is safety. And so, if you're thinking about your brand and you're thinking about your reputation and how others are going to perceive you, he would say that the answer to your question is, if you're not focused on making sure that your customers not just only have a great experience in doing business with you, but if they have a safe experience, that they feel safe, that they feel like you're on top of it on their behalf. Those are the companies, at least in the short term are going to come ahead and come out on top.   And quite frankly, those who don't will get punished. You're going to see anytime you see folks not taking the measures, at least the minimum guidelines to ensure their customer safety, they're going to get punished and they're going to get punished online especially with social media and reviews today. So it's a great question and it's a really interesting situation that we're in today.   Me: So one of the things that I heard you saying just now, very big buzzword in customer experience now is safety. Even if it wasn't something that organizations had as a priority on their list of delivering a quality experience, it definitely is now seeing that that's something that you have to incorporate into your business, especially if you are predominantly a face to face type of operation.   So, how do you see organizations really using or capitalizing on this safety thing because apart from sanitizing and ensuring that there are social distance markers on the ground, but people need to know that at the end of the day, you have their best interests at heart and the best interest of your employees, because they can basically pick up if you are just doing it because the government says you are to do it, or you just don't care. You're all about the bottom line.   Jason stated that that's a great question. And frankly, that's exactly where we're seeing the explosion is on the employee side. Companies are coming to them in mass and wanting to know, “Hey, how can you help us understand what our employees think? How can you help us understand how we're doing towards keeping their trust and earning and keeping their trust in these times?”   They're really concerned about, “Hey, we're spending all this money on real estate and nobody's using it. And so, how do we make our employees feel comfortable with our policies and allow them, without risk to them and without losing their trust to come back to the office, or at least have some type of hybrid model.   Going back to the 9/11 example about how it changed the way we travel, this is changing the way that we interact and the way that we work. And the good news is that the entire world has learned that you can work via Zoom or Google. So, they're interesting dynamics going on for sure.     Characteristics an Organization Needs to Embody to Have a Good Reputation Jason shared that the number one thing is you've got to really create a culture of listening and then a culture of action. And quite frankly, in his opinion at least, it's the hardest thing to do when you're talking about operationalization of customer feedback or CX, however you want to characterize it. The absolute hardest thing to do is be a great listener, number one. And then number two, actually take action on what your customers have to say. What he finds to be most interesting is how well-intended so many people are when they're listening to customer feedback.   And oftentimes what happens is someone will take lots of customer feedback and they'll turn it into an idea that they, the employee thinks is a good idea to implement on the customer. When in reality, it's just a good idea, but it's not really what the customers want.   And so, he thinks that making sure that you have that rigor and that discipline to not just listen to customers, but actually take action on what you hear, he thinks is the number one thing to do. And then, number two, you've got to permeate that into your entire culture and make it a thread of every employee in the company and so that they feel that they have a vested interest in doing what's right by your customers.     How Jason Stays Motivated When asked how he stays motivated, Jason shared that he has a lot of employees that are really, really focused on doing right by their customers and creating successful outcomes for them. And one of the funny things is his employees, they laugh at him about it but, they do all hands-on on a regular basis. And one of the things that he actually do on his Zoom, he has a zoom TV. And so, what he actually do is he go through and he'll look at all their faces and he sees the commitment that they have to their customers and the commitment that they have to their company. And it really drives him to help put them in the best possible position to win, number one. So, because he thinks happy employees make happy customers.   And he thinks the second thing that really keeps them all is that this notion that we are still so young and early in the business and he happens to have the good fortune of also being in the same position in the world of security with McAfee. And he saw how that grew and changed and really impacted businesses and people's lives. And he thinks this is no different, you’re just at the earlier stages of something that's going to continue to swell and become just a bigger and more important component of everybody's business world.   App, Website or Tool that Jason Absolutely Can’t Live Without in His Business Jason stated that what’s so funny about Yanique asking him this question, he actually got off of all social media about a month ago, and he has to be honest, he doesn't miss it one bit. Now, the answer to the question is he does go to Google News every day. And so, he does read the headlines every day, and then there's some stories he'll dig into but the amount of time that he spends online has diminished rapidly and the amount of time that he has actually been able to pour into thought leadership has increased exponentially. And so, he has to be honest, it's been great.   He has the good fortune. He has some family members who are pretty famous online and as a result, he thinks a lot of their fans follow him or used to follow him and so it becomes a distraction. And it was very healthy for him to just put it all down and focus on things that matter. And it's been great.   Book That Have Had the Greatest Impact on Jason When asked about books that have had the biggest impact, Jason stated he gets asked this question a lot and it has been the same answer forever. But it was the first book that he read in business school is called Theory of Constraints by Eliyahu Goldratt, it's such a simple, easy read, and it really creates and just kind of reminds you how simple things really should be and just to always kind of keep it that way. And so, he'd go on the business side, he'd go with that one.   On the fiction side, he would say either Shōgun by James Clavell or Pillars of the Earth: A Novel by Ken Follett which are both over a thousand pages, but they're great. And he says that because you should always take time to exercise your creative side, he thinks that's really important.   How to Have a Successful Business When asked about advice to have a successful business, Jason shared that number one is listen. And then number two, he thinks just like anything else and again at McAfee and in other places he has been fortunate to be in a position where they've done numerous acquisitions and he could probably easily name 30 that he was actively involved in.   And you start to see some of the same trends emerge when you're dealing with a massive company like some of the ones that he came from, versus someone, an entrepreneur who has really scraped and worked hard to build their business from scratch and it's so admirable. And he has such a respect for the folks that do that, but at the same token, there's the ability to listen and then to delegate and really trust is the thing that he would go back and tell all of those folks, that would have been his observation is who are you putting into these roles, who are into these critical roles that are running your company for you because you can't do it all, no person is an island. And so, it really is true. And so, it is all about the people.   Me: I liked the fact that you said you think the number one thing they should do is listen. Now, how can you improve on your listening skills? It's lovely to say in theory, I think you should listen more, but let's say the person thinks that, “Well, I think I'm a good listener.” What are some things that they could do, like maybe a listening audit, or is there like a new practice they could embody to really ensure that they're trying to improve on their listening skills?   Jason stated that he almost feel like Yanique was listening in to a meeting of his over the last couple of days, just because someone asked him that same question and he said, ask. And again, keep it simple, some people have a great amount of ability to be self reflective and understand their strengths and weaknesses and others aren't and, and hopefully, are good at taking feedback. But at the end of the day, the only way to be able to listen more is to ask more and then stop.   And so, the question is that he would say is, what are the different ways in which you're asking, because you're asking him questions right now, but you might want to send him questions written, in written form at a different time or you might want to have someone else on your behalf reach out and send him a review. And so, it's all about making sure that you've got different asking posts, different asking posts create different listening posts is probably a better way to say it.   Me: I do agree with you that asking questions will definitely help you to become a better listener, especially, as you said, after you've asked the question, you remain silent and actually pay attention to what the person is saying to you. There's a book that I read at least once per year, How to Win Friends & Influence People by Dale Carnegie. And that's one of the things that I really have taken from that book that asking questions really helps you to be just more intentional, it helps you to get more information because generally speaking, I find human beings don't necessarily just volunteer information. So if you really want to know, you have to be asking the right questions.   Jason stated that to make it even more practical, he thinks the real answer is you actually have to be interested. And the test that he gives, and this is part of anybody that works on his staff is going to hear him say this probably more, they probably have nightmares about it, but you got to be a great secondary learner. And what he means by that is, are you paying attention to what others are saying and learning from them regardless of who they are. And so, to do that and to be good at that, it requires you to actually be interested. And he’s got to tell you, if you're not interested, it's going to show.   What Jason is Really Excited About Now! Jason shared that he is in the process of building a whole model on business acumen and directly for his people. He preach a lot to his staff, it's all about the front lines and empowering them and giving them the tools to be successful. And one of the things that he has seen just across any company that he has worked for. He had the good fortune of going to business school at night and not everybody can do that. And so, he finds that it's really important when you're helping to develop your employees and your staff to actually give them tools that are practical and useful that actually help them get better. And so, he tries to do at least one of those a year.   And right now he’s working on one that goes by industry and actually will help them understand what are the key metrics for that industry that will allow you to have more meaningful conversations with people instead of, he doesn't ever want any of their customer success folks to call someone and “Hey, I'm just checking in to see how you're doing?”   He wants them to be able to, whether it's a healthcare company or an automotive company, or a property management company, or a restaurant, or you name the vertical. He wants them to feel prepared, capable, and empowered, to have meaningful business conversations with people about the things that matter to them, not just the things that matter to us (the organization). And that's really the essence of being a great listener is showing them the courtesy and the respect that you have taken the time to learn about their business, number one. But number two, he thinks it just makes their people better and he thinks that that makes them more appreciative of them and more loyal to them over time.   Where Can We Find Jason Online Jason shared listeners can find him at –   LinkedIn - https://www.linkedin.com/in/jason-grier-825b271   Quote or Saying that During Times of Adversity Jason Uses Jason shared that “When you're dealing with adversity, you just put your head down and you go and you keep going and eventually you'll get through it.” But he can't tell how many times he has had that conversation with himself. It's easy to be a great winner, what he thinks the real test of people's character is how they deal with adversity and really trudged through and methodically chop wood to get through it and come out the other side even better.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners    Links Theory of Constraints by Eliyahu Goldratt The Pillars of the Earth: A Novel by Ken Follett   The ABC’s of a Fantastic Customer Experience Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC’s of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

Prasanna Krishnamoorthy is a co-founder and partner at Upekkha, a Value SaaS Accelerator working with B2B SaaS startups to get through the valley of death, to a place with predictable, scalable, profitable growth. Whether you want to build a $10M revenue business or the next $1B SaaS unicorn, Upekkha helps you accelerate. Prasanna previously worked intensely with 120+ startups to make them LARGE at Microsoft Accelerator India and picked the right startups for Investors & Microsoft. As a founder going through his own ups & downs, he helps other founders push through, and has been an angel investor in a couple of startups along the way. With every startup, Prasanna helps as a full-stack growth driver: from business planning for growth, frameworks for growth, aligning engineering for traction, innovating on product, marketing & sales plans to tactically crafting pitches & one-liners, & reviewing ads. Growing startups is everything he looks to do. In his own startups, he has done everything that needed to get done - development, testing, support, product management, sales, marketing, customer interaction, integration. Prasanna knows a little about a lot of things - technical and non-technical, and knows a lot about a few things - technology, growth, product, and the difficulties of starting up. Connect with Prasanna Krishnamoorthy Upekkha LinkedIn Some of the Topics Covered by Prasanna Krishnamoorthy in this Episode How Prasanna was inspired to become an entrepreneur and work in B2B The early ventures Prasanna worked on Working for Amazon and the Microsoft Accelerator How Prasanna founded Upekkha The original business model for Upekkha Developing a brand and getting their first cohort of startups The original 2-year structure of the program The theory of constraints and the guidance Upekkha gives their startups How the program has changed to focus on the initial flywheel construction and building scalable growth The cognitive biases of founders and some inflection points for startups What Prasanna has learned about the B2B SaaS industry while building and growing Upekkha Prasanna's advice for customer acquisition The importance of referrals Determining pricing Upekkha's team Prasanna's role at Upekkha and how it's changing during COVID How Upekkha's participating startups rallied together to help each other during COVID Prasanna's vision for Uppekha's growth Links from the Episode FusionCharts The Goal by Eliyahu Goldratt #132: Ish Jindal, Co-Founder and CEO of Tars, on Bootstrapping from $0 to $1M in ARR with a SaaS Company for Marketers

“Yo no sé cómo hemos sobrevivido, esto es arrechera pura y hacer un buen camello.”- Juan Xavier Valarezo. Juan Xavier es co-fundador y director de producción en JOTA 3, Agencia de Creatividad, una agencia relativamente joven que se ha posicionado en el mercado Ecuatoriano por la calidad de su trabajo y relación con sus clientes. Su trabajo les ha significado un premio LUX en la categoría Film Craft and Art Direction por su producción para Banco de Guayaquil, Amex For Foodies. Antes de empezar JOTA 3 con dos socios, José Luis Estrada y Jaime Jaramillo, Juan Xavier formaba parte de BeSports, una empresa dedicada a las apuestas deportivas online en la que trabajaba con su hermano Wally. Vala, como le dicen sus amigos, invita a Jose Luis Estrada a formar parte de BeSports, y al hacerle esa propuesta deciden por qué no mejor independizarse. Con un cliente y cero capital crean JOTA 3, y comienzan a crecer a un ritmo increíble. Trabajando desde la casa de uno de sus socios por cerca de ocho meses, se dan cuenta que es hora de expandirse y la agencia comienza a tomar forma. Vala no llega a este punto por suerte, nos explica que un viaje a Barcelona le cambia su perspectiva y se convence a sí mismo que todo lo que quiere y cree, puede ser posible con trabajo, relaciones y pasión. Exploramos sus múltiples facetas, y los desafíos interminables que él y sus socios han tenido que sobrepasar para crear una agencia joven, diferente, y que basa su éxito en las relaciones con sus clientes. Que lo disfruten! INSTAGRAM: @juanxavp EMAIL: jvalarezo@jota-tres.com JOTA 3: @jotatres_ec IDE: https://www.ide.edu.ec/corp/ Libros recomendados: El Monje que Vendió su Ferrari, de Robin Sharma. La Meta, de Eliyahu Goldratt

Früh in meinem Berufsleben wurde ich von einem Business Coach begleitet und unterstützt. In kaum einer Zeit habe ich so viel gelernt und mich persönlich so schnell entwickelt. Diese Zeit hat mich stark geprägt. In dieser Folge spreche ich über drei zentrale Dinge, die ich von meinem Coach während der 2-jährigen Begleitung gelernt habe. Hektik und Aktionismus sind nicht Zielführend Sachlichkeit siegt immer Die richtige Vorbereitung ist das A und O Show Notes: Buch: „Das Ziel“ von Eliyahu Goldratt >> Buchempfehlungen: schmaddebeck.de/buecher >> Impulsvortrag für ambitionierte Ingenieure: schmaddebeck.de/vortrag

Sam & LanceFacebook: https://facebook.com/sam.and.lanceInstagram: https://instagram.com/sam.and.lance/Books:The Goal by Eliyahu Goldratt and Jeff CoxHow to Win Friends and Influence People by Dale CarnegiePodcasts:Manifestation BabeMasters of ScaleChickpeepsResources:charityintelligence.ca

Link to article: https://www.strategysprints.com/?p=3288 Links: strategysprints.com https://www.amazon.com/gp/product/B00IFGGDA2/ref=dbs_a_def_rwt_bibl_vppi_i1 strategysprints.com/asksimon Quotes: "You are now in our Masterclass..." -Simon Severino Show Notes: Why is the bottleneck in Closing? [0:20] Theory of Constraints [0:35] Eliyahu Goldratt and "The Goal" [1:10] Critical Path [3:11] Get EXCLUSIVE CONTENT and GIVEAWAYS delivered: --►Email Service: [http://bit.ly/2YYRtDT] --►Facebook Group: [http://bit.ly/2KBtoeI] How to stop procrastinating? How to train prioritization skills? Which are the best productivity techniques to prioritize tasks and projects? The STRATEGY SHOW is where entrepreneurs meet to discuss productivity tools, time management techniques and growth hacking with the most fascinating lead generation companies and their champions in marketing strategies, time to market and customer experience. Your host, Simon Severino - [http://www.strategysprints.com/home/team/] --- ▼ NEW AT STRATEGY SHOW? WATCH THESE: ▷ How to increase Focus, Freedom and Flow - The Strategy Sprint - [https://youtu.be/66mDK8bjaVo] ▷ GTD: Smart Project Management Techniques – David Allen & Simon Severino - [https://youtu.be/ipP0FmQVuXM] ▷ The 3 Key Elements of a Business - Simon Severino | STRATEGY SHOW [https://youtu.be/gn9tI2fD6Zc] ▼ FOR MORE EUREKA MOMENTS: Find out more about STRATEGY SHOW and receive free weekly tips & tools from successful experts about how to transform your business model, increase productivity and initiate change ▷ SUBSCRIBE to our channel - [https://www.youtube.com/channel/UCnSFgJd0CrsEdQdO21txR2A?view_as=subscriber] ▷ Newsletter & free tools - [https://www.strategysprints.com/tools] ▷ Podcast - [https://podcasts.apple.com/us/podcast/strategy-show/id1299008831?mt=2] ▷ Website - [https://strategysprints.com/] ▷ Online forum – where game changers help each other grow - [http://community.strategysprints.com/] ▼ STRATEGY SHOW The STRATEGY SHOW discovers how successful game changers develop their business strategy and create positive change. Find out what they are currently creating - [https://www.youtube.com/channel/UCnSFgJd0CrsEdQdO21txR2A?view_as=subscriber] Want to know more about our team & services? Contact us! [welcome@strategysprints.com] Music: Dixxy - afternoon bike ride; Low Key Link: [https://soundcloud.com/dixxy-2] ; https://soundcloud.com/realowkey/why-so-far-75

Lori Allen joined us last episode to talk about success. Now, Lori returns to ask me three questions. What is your favorite book? Creating Magic by Lee Cockerell. One of the best business books in the past 20 years.  QBQ by John Miller. When I was a park ranger, I had everyone who worked for me read this book.  The Goal by Eliyahu Goldratt . Most people don't know of this book. But there are some fantastic business lessons in the book.  Which National Park is your favorite? And which one would you bring your kids, too? Glacier National Park is my favorite. It is my park. Yellowstone National Park is the park I enjoy taking my kids to. There is so much to learn and explore. And the chances of seeing wildlife is high.  If you could change one thing about the way you were raised, what would it be? When I was a kid, my father had cancer. Maybe this is not directly tied to the way I was raised, it impacted the way I was raised. And no kid would want their father to go through what my father went through. So if I could pick one thing to change, it would be that.  If you are interested in starting your own podcast, join me in the Podcast Magic course. 

Priya nos comparte su cultura, sus valores familiares y profesionales. Priyaranjan conocido como “Priya”; CEO de BANYAN CONSULTING, es originario de la India.
 Estudio Ingeniera Textil en la India y MBA en AIM- Manila, Filipinas (escuela establecida por Harvard Business School), y NUS Business School, Singapore. Priya es experto en desarrollar modelos de negocios, mejorar resultados financieros de las empresas, cadena de suministro, operaciones, desarrollo organizacional y ofrece Coaching Directivo para altos mandos en empresas. Tiene 6 años viviendo y trabajando en México con empresas como: Salud Digna, Tienda Señor Frogs, Invermex, Balor Financiero, Agricola Chaparral, Bamboo Express, Jova Capital, Calzzapato, Sukarne, AstraZeneca y más. Su experiencia lo ha llevado a trabajar y ser entrenado por Coach Japones (Masaaki Imai) y de tener la oportunidad de aprender directamente de Eliyahu Goldratt - fundador de Teoría de Restricciones y Carol Ptak – fundador de methodologia DDMRP Tengo una filosofía: Todo mundo es una familia. Todos deben estar en paz y armonía. Al final de este episodio te daré una noticia que si eres fan de orígenes te gustara mucho, porque a mí me puso muy feliz.

In this episode, we talk about Eliyahu Goldratt's classic book The Goal: A Process of ongoing improvement. We discuss some key topics such as optimizing the whole system, removing waste, and the Theory of Constraints. https://amzn.to/2J8mM6m --- Support this podcast: https://anchor.fm/tom-henricksen/support

Uma conversa por telefone nunca é tão dimâmica e vibrante quanto uma tete-a-tete. Mas o Rogério Cerávolo Calia tem tanta coisa interessante para falar que a gente acaba nem percebendo o tempo passar. Mais um indicado pelo Márcio Rosales, coordenador do MBI da UFSCar em Campinas, a especialidade do Rogério é simplificar a filosofia e aplicar no mundo corporativo, coisa que ele faz com muita competência e sucesso. Neste episódio, gravado por telefone, conversamos sobre desmitificação da filosofia, inovação, sustentabilidade, gestão do diálogo, metodologias reflexivas e mais outros temas super interessantes. Vale a pena dar uma escutada. Quem é o Rogério, por ele mesmo A Andrea Siewerdt está fazendo a distribuição do livro pelo correio. O contato dela pelo Whatsapp é 55 41 9510-1351 Docente da Faculdade de Economia e Administração da USP Ribeirão Preto, onde leciona e pesquisa sustentabilidade ambiental e filosofia aplicada. Doutor em Administração de Empresas pela FGV-SP e doutor em Engenharia de Produção pela USP São Carlos Trabalhou oito anos na 3M do Brasil, atuando em sustentabilidade ambiental e em gestão de projetos para gerar resultados com metodologias reflexivas (Teoria das Restrições e Seis Sigma). Foi formado como Coach de Seis Sigma em Saint Paul (Minnesota, EUA), e foi formador de líderes de projetos para as subsidiárias da América Latina. Aprendeu a Teoria das Restrições e o método Socrático com Eliyahu Goldratt (autor do livro A Meta) em New Haven (Connecticut, EUA). https://www.youtube.com/watch?v=i7qdTp93nNo

The Theory of Constraints is a management theory developed by Dr. Eliyahu Goldratt. He discusses it in his popular book, The Goal. The theory states that every system's output will be limited by it's weakest link. For instance, if you're doing an exercise - say squats, the amount you can lift will be limited by the muscle that gives out first when trying to lift the weight. In a building structural system, the integrity of the building is limited by the element that fails first. In a business system, if you can identify the constraint, you can work to pro-actively fix it, improving the efficiency and output of the entire system. This theory simplifies the improvement of your business - just find the weakest link, improve it, iterate, then find the next weakest link. Recently on a trip to the beach I had an experience that reminded me of the theory of constraints. My brother-in-law brought a fabric cooler he had gotten at Costco. The lid of the cooler is sealed shut with a zipper. The zipper broke, and now the entire cooler is useless. The cooler fell prey to the Theory of Constraints. If the manufacturer had designed a sturdier zipper, the cooler would have lasted longer - and another part would have failed first. What I'd have you consider today is what is the constraint in your business that is holding you back from getting the outcome you want? Identify this constraint and fix it. If you don't know how to fix it, consult with someone who does. If you want help fixing the constraints in your architecture firm, apply for the DREAM Practice Accelerator. Go to https://www.businessofarchitecture.com/reviews to find out more.

Do you ever stop and ask yourself, “WHY am I doing this?” As a Business Owner, it can be easy to get into the habit of marketing how and what you think you should be marketing, without stopping to think why you’re actually doing it. Today I’ll be joined by Kim Barrett. Kim’s business “Your Social Voice” sets out to help business owners do what they do best, and taking the pressure away from you as an owner, when it comes to doing all the marketing. I think we can all agree when I say that we didn’t get into the hair and beauty industry so that we could become a Marketer. We got into the industry because we love hair, beauty and serving our clients.  So it can sometimes feel daunting when you know you should be marketing your business online and on socials, but you’re not really sure where to start. Today, Kim and I chat about what is the #1 Key Factor to marketing your business online moving into 2020. Kim will explain how to change your focus to building connections rather than growing your ‘likes’, and why you should stand up and take note of this. You need to identify and get clear on the purpose of your business if you want your online marketing to be successful. In the episode, Kim goes over how you can find your purpose and utilise that to create engaging campaigns, and how you can tap into the problems of your potential clients so that they actually want to listen to you.   You will learn: What kind of content really works on Social Media How to figure out why you’re doing this Ways to create engagement online Why you should have an ideal client   Recommended Links (https://www.audible.com.au/pd/The-Goal-Audiobook/B00IFGHAFY?source_code=M2MOR0002SH022414&gclsrc=aw.ds&ds_rl=1252391&gclid=EAIaIQobChMIhoGf1IPC4gIVmCQrCh0sPQsgEAAYASAAEgIDiPD_BwE) to listen to “The Goal” by Dr Eliyahu Goldratt (http://www.yoursocialvoice.com.au) to check out the Your Social Voice Website (https://www.facebook.com/yoursocialvoiceaus/) to see Your Social Voice on Facebook (https://www.instagram.com/realkimbarrett/) for Kim’s Instagram Page CLICK HERE (https://www.facebook.com/groups/SalonMarketingCollective/) to join the Salon Marketing Collective Facebook Group  

For more info check out www.chiefmaker.com.au/108 Our High performance teams series has reached part 18 and today we look at part 3 of our pillar on Tools, namely Systems and Processes. So far under this section, we've covered Scoreboards and Metrics and how you need to measure what you want to manage if you want to keep pushing the dial on performance. We then moved to Hardware and Collateral that your people have at their disposal to do their jobs. In this episode, I outline: How to use systems and processes to gain a competitive advantage; How you can optimise your team's performance; How you can overcome some resistance from the people in your team by creating freedom within a framework; Why the use of systems and processes will help you lead any team in any job.   Why do we need systems and processes? If you are in a leadership position and you're finding that maybe growth has stalled or going backwards, or you're having to put out fires all the time and you just can't seem to get to the bottom of what is wrong with what is happening in the team, it's fairly likely that the systems and processes that you've got in your team (if you have any!) can be improved. The hardest thing about this is that you either don't know the next move or have no confidence in any of your options. So many things are going wrong, you're on the back foot, and as a result, you're second-guessing yourself frequently. Edwards Deming, an expert on process excellence, had this to say: "If you can't describe what you're doing as a process, you do not know what you're doing." It's a pretty big statement, but it's so true! Sometimes we get so caught up in the doing that we haven't actually worked out what process we're following. Or there are small parts of the process that you've never really documented and this might be the root cause of some major error or system degradation. By getting process excellence correct and in place, you can make the work of your people easier and more effective. Furthermore, you will have a lot more clarity on the points of failure, whether they are a systems or people issue, and by refining these, you will naturally improve performance. Therefore, this pillar of Tools is really about giving you confidence in decision-making and doing so with accuracy. So how do we go about this? Let's look at 5 ways. Step 1: Look at the pain points of your business By doing this, you'll find that there are certain areas where there are consistent breakdowns of performance (eg. slow turnaround times or delivery quality). Look at the way the team operates, map out the processes, do time and motion studies if you need to. It doesn't matter what department you're in, you will have systems and processes and you'll, therefore, have performance issues. My advice is to have a read of a great book called The Goal, by Eliyahu Goldratt and Jeff Cox. The whole global movement of lean six sigma and lean manufacturing is based on process excellence and getting the right systems and processes to work together. It is incredibly powerful and can make an enormous difference. At the very least, go and learn about business process management. Step 2: Optimise your current systems and processes If you're looking to do a system replacement or overhaul, you'll need to get familiar with your current platforms and their effectiveness and efficiency. Firstly, optimise them to the nth degree to a point where you can say, "There's no point optimising any further. We know the system processes, we know all the process maps that go with it and we've done everything we can to improve. This particular part of our business is now optimised." Once you've done that, only then can you make the decision about a new system or process. You'll then need to perform a cost-benefit analysis to uncover whether it is worth it, especially if you have to pitch to an investment committee. Step 3: Make a business case for a new system Remember, your goal as a leader is to develop a great track record of making the right calls on these sorts of issues. If you can hand-on-heart say you've done all the correct analysis and optimisations, you will then have the credibility to win over the decision-makers. You'll be able to confidently say, “We've got to the point where we really can't improve much more unless there's a new system going in. This is going to cost this much and this is the benefit it will give us from a service delivery timing and a cost perspective, and this is what it will mean for the bottom line of the organisation."   As I've alluded to in a previous minisode, the organisation you work for will likely be measured against their return on capital expenditure. So don't take systems and processes lightly; it's a wonderful skill to obtain and develop. And when you get it right, you can lead any team in any industry or profession. It can also unite the team behind improving and getting things better; the right system or process can release people and give them the freedom to do their job within a framework that helps your team - and therefore the organisation - achieve their strategic objectives. Stay epic, Greg

Life over work is an important part of how J and his wife do business. J believes running a business the right way, in order to create a life that he and his family can enjoy. J talks about the importance of systems and methodology, segmenting your business into key components and breaking those down, delegating, documenting, replication, knowing your goals and prioritizing. J Scott (he goes by "J") is a full-time entrepreneur and investor and spent much of his early career in Silicon Valley (California), where he held management positions at several Fortune 500 companies, including Microsoft and eBay. In 2008, J and his wife decided to leave the 80-hour work weeks and the constant business travel behind. They quit their corporate jobs, moved back East, got married, started a family and decided to try something new. That something new ended up being real estate –in the past nine years, they have bought, built, rehabbed, sold, lent-on and held over $40M in property. J runs the popular website 123Flip.com, and is the author of three books on real estate investing, including the best-selling,The Book on Flipping Houses. His books have sold over 100,000 copies in the past five years and have helped investors from around the world get their start with real estate Book Mentioned: The Goal, by Eliyahu Goldratt. J can be reached at j@123flip.com 3 Golden Nuggets: Lifestyle - make sure family is first Find the intersection of what you enjoy and what makes money Scale and Optimize your business This podcast made possible by our friends at HomeInvest.com. If you’re looking for the best turnkey investing company or want a free investment strategy session visit homeinvest.com/pillars. Connect with Pillars Of Wealth Creation on Facebook: www.facebook.com/PillarsofWealthCreation/ Subscribe to our email list at www.pillarsofwealthcreation.com Subscribe to our YouTube channel: www.youtube.com/channel/UCkg8HggkdPAuBaAQySJSEQQ

Bob chats with Microsoft Azure DevOps Product Owner and author of Agile Software Engineering with Visual Studio, Sam Guckenheimer, at the DevOps Enterprise Summit 2018. Connect with Sam and Bob on Twitter.   Transcript Sam Guckenheimer ‑ DevOps Enterprise Summit 2018 Bob Payne:  "The Agile Toolkit." [music] Bob:  Hi, I'm your host Bob Payne. I'm here at the DevOps Enterprise Summit 2018 with Sam Guckenheimer. Welcome, Sam. Sam Guckenheimer:  Thank you, Bob. It's great to be here. Bob:  It's the first time we're really chatting. We chatted a tiny bit last night. My colleague Sanjiv Augustine said you were instrumental in hosting The Agile leadership network when it formed and came up with the declaration of Interdependence. How did that end up coming about? Sam:  Well, that was no what 14 years ago or something like that. [laughter] Sam:  What we saw was at that time that this was of course way pre‑DevOps. The Agile community had fractured into many groups saying "More agile than thou." That seemed stupid. Bob:  That fracturing has continued and remains as stupid today or... [laughs] Sam:  Yes. Unfortunately, the fracturing has continued and it hasn't gotten less stupid. That was the reason for trying to get the interdependence declaration together to get these leading lights from what was then the Agile community working together. In the meantime, the pure Agile has largely been eclipsed by DevOps. As you see something like this DevOps Enterprise Summit going on its fifth year roughly doubling every year in scale. I'm here now. Still there. [laughter] Bob:  There are a number of things that I found at this conference that I haven't been able to make a ton of sessions because we have a booth. I've found that I haven't really learned, maybe this is my own fault, anything at the Agile conferences for probably about 10 years. It wasn't any substantially interesting information. Sam:  That's correct. I last keynoted at the Agile conference in 2014. That's probably the last time I've been there. It got kind of stale. The energy in innovation, in practice I think has really shifted to DevOps. That's come about, because the DevOps' definition of Dunn is not potentially shippable and promotes... [crosstalk] Bob:  It's captured a value, enlargement value. Sam:  It's live in production with Telemetry that is demonstrating the value delivered. Going from a world where you were effectively stopping at an intermediate activity that didn't reach the customer or end‑user to go to one where you have to reach the end‑customer and you have to measure the value delivered, is much, much more powerful for all the stakeholders, for the business, for the people involved. It's much more satisfying. You disintermediate the development to customer relationship. You think of things as one engineering discipline, not as silos post the Scrums, so to speak. Bob:  Certainly there were a number of great Agile teams and organizations that fully believed that Dunn meant in the hands of customers and delivering whatever goal, that... [crosstalk] Sam:  I do not mean to bash anyone. I certainly think there great Agile teams. A lot of what we do today has its roots in extreme programming, but things like XP at the time, had this notion of, for example, pair programming. We have largely, as a community, moved to the notion of a pull request as a virtual pair programming. We have moved from the idea of onsite customer to measuring customer impact, which isn't to say onsite customer is a bad idea, it's a great idea, it's a rarely achievable one. All of these seeds that were planted back then in the late '80s by the early Agilists were important seeds. The garden where I think they're really bearing fruit now is in this DevOps community. Bob:  The other thing that I think is probably the next wave that we will see in organizations that are not already there, certainly, many organizations have already integrated business into this flow. Without that DevOps is necessary but not sufficient to actually change the outcomes that businesses are seeing. That's the next frontier for those companies that we're not sort of born in the world of IT as the fundamental driver of business outcomes. Sam:  That's correct. DevOps is the flip side of the coin from digital transformation. Digital transformation is the business term for taking your business model and turning it into one that can improve continuously in an Internet‑powered age. DevOps is the shorthand for the technical practices that enable that. Bob:  I see way too many organizations mistaking a DevOps transformation for digital transformation. They're fundamentally doing the DevOps practices, but they're not backing up into the initial value proposition to begin with. That will sort itself out. Sam:  This is a common thing of confusing means and ends. The ends are things around growing the business customer, acquisition customer, engagement customer, employee delight, all of these measures of happiness and success. The practices are ways of getting there. The goal is to focus however on those end results. The clear sign of dysfunction is when you see people measuring the inputs, not the outputs. Bob:  If Deming or [inaudible 7:33] came back and saw that Toyota was doing the same practices it was doing 75 years ago they would drop dead after having just come back to life. [laughs] In real systems the practices and the processes are never the ends. They are all in service of maximizing flow... [crosstalk] Sam:  Exactly. If you think about the evolution, the practices today are different because the constraints are different. One of the overriding constraints was for example infrastructure availability. You get all of the stuff around how to manage and schedule the infra. Today with the public cloud that constraint is gone. It's a classic example of, in Eliyahu Goldratt terms, elevating the constraint or removing the bottleneck. Then you see the constraint shifting. As you're adopting these practices what happens is you have a continual shift of the constraint, and you have the next one to attack the next bowling pin to knock down. [crosstalk] Sam:  Right. What DevOps says has basically taught us as well. You can remove infrastructure a constraint by using the cloud. You can focus on the value delivered to the customer and measure it so you can have both qualitative and quantitative view of that. You can take the quality game and shift it left and right so that quality does not become this big testing bottleneck in the middle. It can become part of the pull request flow. It can happen before code merges. Then you can in production gradually expose value to more and more of users so that the blast radius is something that's flexible, so you don't have the constraint of saying, "I need to master my MTBF in order to release." You can say, "I need to maximize my ability to recover and may have the shortest time to recover, so that by controlling the blast radius and being able to recover quickly I can experimentally by increasing the rate of experimentation I can deliver and measure value delivered on a cycle that was never possible in the old days." It wasn't possible before we had the Internet, it wasn't possible before it hit the public cloud, it wasn't possible before we had these practices of high‑quality, highly‑rugged automation that we do today. Bob:  Yeah it has been a sea change since I did Fortran on punch cards [laughs] . Sam:  There have been many sea changes yes. Mike Pearson gave a great talk yesterday, borrowing from Carlota Perez on the structure of industrial revolutions, and postulates that we're at the point of disruption from the period of adoption to the period of dispersion. That would account for a lot of the changes that we're seeing, and it would account for a lot of the anxiety that you see among people who are saying, "How do I learn fast enough? How do I catch up fast enough? How do I get ahead?" At the same time, what you see very clearly reflected in company success, company's market gap, and company's ability to innovate and pivot, is that the ones who have mastered the go‑fast‑without‑breaking‑things‑and‑adjust‑course‑as‑you‑go, are the ones that are winning in pretty much every sector. Bob:  I love Mark Schwartz's analogy of the battle of the Russians with Napoleon, and the speed of decision‑making being fundamentally out of sync with the reality of the battle. Sam:  Exactly, that was also true on Omaha beach in Normandy, that was true in Vietnam, that's been true in pretty much every military conflict, that the degree of autonomy and speed of innovation has determined the outcome in the end, and people who are great at enabling the next war instead of fighting the last ones, are the victors. The latest example decide or...I don't know if that's politically correct to go there, but you see it now in... Bob:  [laughs] That have been substantially politically correct on this podcast [laughs] . Sam:  You see this in cyber. The Russian budget for cyber is less than the cost of an F‑35. Bob:  No one could argue that the F‑35 is more costly than it needs to be but it's... [laughs] . [crosstalk] Sam:  Who cares? The point is, they're not trying to win the manned aerial dogfight. They are extending the notion of total war to a new battlefield and they've been very successful, but finding the place where there are no defenses and where it's possible to innovate quickly and it's proven to work. You could also argue that as David Sanger does in "The Perfect Weapon", that the US started this cyber‑war arms race. In any event, we've not follow through on the consequences of what we started. The military analogies, they turn some people off, but they have their value. We are, and the rest of society also, in a place where we need to be winning the future, not the past. Bob:  It's actually one of the analogies I quite often use when I'm talking to people that are OK with the military analogies. The OODA loop, the Boyd loop of observe‑orient‑decide‑act. The team that can turn that loop the fastest, whether it's Amazon, Netflix, or a manned‑aerial dogfight, or a cyber‑attack, is going to win. Sam:  Exactly. In our world, the OODA loop results in some kind of software or service delivered. One of the things we know from measuring it is that about a third of the time, we get the results we'd want, a third of the time, we get opposite result from what we hypothesized, and about a third of the time, it makes no difference. The implication of that is that you want to be able as quickly as possible, to double down on the successful third and fail fast or pivot away from the other two thirds, which means that you need to make the OODA loop as short as possible, which is what Boyd talked about in his idea of aircraft design and aerial battle. That's exactly true in how we develop and that means not just using small batches which Agile taught us. That means not just breaking down the silos, but it means really focusing on time to remediate and focusing on quality to the left so that you have clean delivery and you have the mechanism in production to control exposure and to go faster and wider as you need to. Bob:  You mentioned the one‑third, one‑third, one‑third, I know that was a study that came out in Microsoft. Actually... [crosstalk] Sam:  Ronick O' Harvey was behind that. Ronny is now a technical fellow, he wasn't back then. He basically took a very large sample of "improvements" that were delivered. Let's measure, are these really improving, what we wanted? The result was a third of the time, in other words, I've confirmed the others' change is bad, unless is great. That was quantitative demonstration of that. I don't know if he published that before he did a stand for PhD or after, but it was a famous study and it holds up. Bob:  I also very much like this idea of very small batches, because without the small batches, it's hard to get attribution of what improved the customer experience and what was neutral or negative, because you're conflating way too many changes if the batch is large. Sam:  That's why the pull request flows becomes successful, because you can make the pull request a batch that is a few lines of change, it's possible to have a human‑code review on it, and it's possible to have extensive automation on it. Again, an example of a practice that wouldn't have been possible pre‑cloud is when we do pull requests, we run the build‑in automation on them with typically 80‑some thousand tests before asking for the human‑code review. Human eyes are only focused on those things that automation has said looked good already. As opposed to the way things were done, pre‑cloud in the XP pair programming model, where human eyes were first defense. That was very appropriate given the constraints at the time. The constraints of today are different. Bob:  That was certainly one aspect of pairing. The other is just as the design discipline getting the collaborative design quite often yields better results, but... [crosstalk] Sam:  I totally think that people should collaborate on design. I'm totally for that. I'm not trying to.. Bob:  I totally get the point about the quality. Is automation...we want lazy engineers [laughs] . We want engineers focusing on creative thought, rather than repetitive action. Sam:  Exactly. Another example of that that's possible these days, is you want a very high reuse, an open source. If you can solve a problem with 30 lines of code and reuse thousands, that's much better than creating 3000 lines of codes that need to be maintained. In effect, we want to reward people for writing less code, which again turns on it's head, one of those classic input matrix and myths of, "Well, how much code did you write? How busy were you? How many hours did you put in?" As opposed to, "What result did you achieve?" Bob:  What are some DevOps practices that have really changed Microsoft fundamentally? I know you've got a couple of talks related to that here at the conference. Sam:  I bucket our lessons learned, usually in five groups. One is how we focus on value delivered to the customer, both quantitatively and qualitatively, and let that drive the way we think about what we're delivering and how we measure that. Two is how we apply production‑first mindset. Our CEO tends to call this a live‑site culture, in other words, you build it, you test it, you run it, you secure it, you troubleshoot it, you improve it with responsibility residing in you, the creating team, not getting fragmented across these Silos. Three is the idea of team autonomy and enterprise alignment that you want to let teams at the level of the feature crew Scrum, cream squad, whatever your favorite term is, you want to let these small feature crews work autonomously on their stuff, and control what they are taking into the next sprint or what items they're doing next. You want them to support their stuff in production and you want the mechanisms to align their work up to the common business results, so that they know which needles they need to move by the work that they do and they know how to view those gauges. The fourth is shifting quality left and right so that you can get a signal in the pipeline of green meaning green and red meaning red, and in production, you can see continually what is happening with every changes, you expand its exposure. Fifth finally is using cloud to make infrastructure‑flexible resource. That's how I bucket it. I did one talk yesterday with my friend Ellen Smith about how we moved our DevOps' ass. It's really a story about eight years of taking what's started as a non‑premise product and turning it into a cloud service and on‑premise product. That was an attempt to myth‑bust the idea that if you're going to the cloud, you need to start in the cloud and throw everything away. It was an attempt to say, "Here's a proof instance where we had a business, pre‑cloud, with on‑prem product. We preserve that and made it better, and use the same codebase to go the cloud where the cloud is making the on‑prem better." Of course the cloud's the majority of usage and the fastest growing now, but it wasn't a throwaway, which of that story. The other one which is similar, which I'm doing tomorrow, is a talk about Windows' journey to DevOps. Windows division is the extreme case of scale and legacy, and they have successfully moved to DevOps. There were a bunch of bumps along the way. For example, to get Windows to be able to use Git at their scale, we needed to fix the Git, and that took three attempts. Bob:  Really? Sam:  Yes. When we started doing something like a Git clone of the main Windows repo, took 12 hours. That was if the network didn't burp, or your laptop didn't go to sleep, or nothing else wrong happened. If any of those things did happen, then the whole operation needed to start over. Bob:  Need to start again, yeah. Sam:  That now takes a couple minutes. We did a series of 300x or better improvements in Git performance with what is now open‑sourced as the virtual file system for Git. Windows motivated all of that to be able to support their scale of codebase, which was hundreds of times larger than anything else anyone was using. Bob:  That's interesting. I did not know that you guys were major contributors to the Git. Sam:  We're one of the top two. We're the largest open‑source contributor of any company, have been for about two years now. Git is a project where we have been very heavily in, and virtual file system is one of the latest aspects of that. Come to the talk tomorrow. Bob:  OK, I may. What time is it? Sam:  11:25, I think? 11 something. The times here are weird. All these weird five‑minute increments. Bob:  [laughs] . It is five‑minute increments and three hours off, because I'm an East Coast person. Are you out of... [crosstalk] Sam:  Along Seattle. Bob:  Thank you so much, Sam. This has been great. Is there any one thing you'd like to close off with that you're interested in? Sam:  Yeah. There's something that I'd like to make our listener aware of, and that is I curate a website. The short link to it is aka.ms/DevOps. It's, DevOps and Microsoft. What I try to do is to put up our experience reports there, not the high‑level marketing level stuff, but like, "How did you actually do the change in testing? How did you go to no downtime deployments? How did you start using service reliability engineering? Etc." There're about 50 articles up there, but half of them with good video. They're just stories about how we work. I love people to use that as a... Bob:  As a resource? Sam:  ...open resource. Bob:  Thank you very much. It was very nice meeting you and chatting. Sam:  Thanks a lot, Bob. Bob:  Thanks. The Agile Toolkit Podcast is brought to you by LightSpeed. Thanks for tuning in. I hope you enjoyed today's show. If you'd like to give feedback or be on the show, you can ping me on Twitter. I am @AgileToolkit. You can also reach me at Bob.Payne@lithespeed.com. For more free resources, transcripts to the show, and information about our services, head over to LightSpeed.com. Thanks for listening. [music]  

Też masz tak, że chcesz wszystko zrobić naraz? Zwiększyć sprzedaż, usprawnić produkcję i poprawić retencję klientów? Najlepiej już, w tej chwili, zaraz! Takie działania prowadzą jednak zwykle do jeszcze większego chaosu. Jak temu przeciwdziałać? Otóż jest na to pewien sposób, czyli… …skupienie. I o tym jest przede wszystkim dzisiejszy odcinek, czyli krótkie omówienie książki “Cel: doskonałość w produkcji” Eliyahu Goldratta. Na jej lekturze skorzysta każdy, a przede wszystkim: * przedsiębiorcy i freelancerzy * kierownicy produkcji * menedżerowie Z tej książki dowiesz się jak: * przyspieszyć dostarczanie produktów i usług * zwiększyć możliwości produkcyjne * osiągnąć pozytywny cash flow Umiejętność skupienia się na tym, co najważniejsze jest ważne nie tylko w życiu osobistym, ale też – o ile nie bardziej – w biznesie. Dlatego bardzo zachęcam do słuchania! Listen to “KKU#23 – Cel – Eliyahu Goldratt” on Spreaker. O czym jest książka? Ta pozycja jest o tyle ciekawa, że nie jest to poradnik i nie do końca powieść. Bo to powieść biznesowa! Łączy w sobie te 2 style i przekazuje dzięki temu bardzo istotne informacje w bardzo przystępnej formie. Opowiada historię Alexa Rogo. Alex jest kierownikiem produkcji w fabryce zatrudniającej ponad 600 pracowników. Pewnego dnia dostaje od przełożonego telefon z informacją, że jego zakład przynosi poważne straty. Dostaje więc ultimatum – albo w 3 miesiące poprawią wydajność i wyjdą na plus, albo fabryka zostanie zamknięta i 600 osób straci pracę. Aleks jest bliski poddania się, jednak w najważniejszym momencie przypomina sobie, że zna – i to bardzo dobrze – osobę, która będzie w stanie mu pomóc. Jest to jego były fizyk, którego spotkał niedawno na lotnisku. Kiedy zaczęli rozmawiać okazało się, że porzucił już bardzo dawno temu pracę w szkole i zajmuje się zawodowo rozwiązywaniem problemów ekonomicznych przedsiębiorstw. Wspólnie więc biorą się do pracy i zaczynają przywracać porządek na produkcji. Kim jest (a właściwie był…) autor? Eliyahu Goldratt – izraelski fizyk, który zastosował metody nauk ścisłych do rozwiązywania problemów ekonomicznych przedsiębiorstw. Określany jest często mianem “guru biznesu” (magazyn Fortune), który pomógł wielu firmom na świecie (także w Polsce) zwielokrotnić swoje zyski. Jest także autorem wielu książek, w których opisuje swoją stworzoną w latach 70. XX w. tak zwaną teorię ograniczeń (theory of constraints, TOC). Dlaczego ją wybrałem? Z prozaicznego powodu. Tak książka po prostu uczy! Przedstawia bardzo prosty i szalenie skuteczny schemat postępowania, który pomaga usprawnić pracę i życie. Szukać usprawnień tam, gdzie są problemy i skupiać na wzmacnianiu najsłabszych elementów łańcucha. Niezależnie, czy chcesz stosować to w firmie, życiu osobistym, czy fundacji. Ten schemat działa. Pokazuje to przykład polskiej firmy Amica, w której dzięki zastosowaniu kilku pierwszych kroków możliwości produkcyjne wzrosły o 35%! Nie więc zapewne fakt, że została sprzedana w ponad 13 mln egzemplarzy, a Jeff Bezos (CEO Amazon.com) poleca ją swoim dyrektorom jako jedną z podstawowych lektur zaraz po zatrudnieniu. No dobra Kamil, super rzeczy tu mi piszesz, ale co to za…

First thing's first: Grimsmo's back from BLADE SHOW, BABY! To sum up: Awesome team bonding experience. The Grimsmo crew and Brad Southard shared everything (including the booth and the AirBnB) Met SO MANY people during the event, and down in the pit!  “A great way for makers to connect with their customers.” - Grimsmo “Meeting people is what it's all about!” - Saunders The REVEAL of the SAGA! Grimsmo did it! He crunched and turned the pen project into a pen PRODUCT! And, just like Grimsmo, the pen is complicated and unique (especially the mechanism, which could stump an engineer) Keep an eye on the Grimsmo YouTube channel! There's gonna be a few videos on Blade Show coming out soon.  That's a lap! Grimsmo not only decided to get a lapping machine, it was delivered on Wednesday! But it's just a loaner...the new one is bigger, better, and coming in a couple months. The Negotiator Saunders raves about the book he's been reading lately called Never Split the Difference by Christopher Voss and Tahl Raz, which is all about the art of negotiation. It's an art form, and the masters of it find win-win solutions.  Sometimes it's okay to be blown away by the traction this podcast has, and Saunders takes a quick tangent to thank all our great listeners! (like Alec Steele!)  Our only regret is that maybe we should've called it “accountabilibuddies”.  What does Kate Spade have to do with the growth of a manufacturing business? A NPR podcast episode helps Saunders reflect on staying on track to happiness in your business. “Growth can be addictive.” - Saunders “You won't realize how much energy you lost until you get it back.” - Saunders OKAY let's get down to nerding out about the new TORMACH SERIES Better spindle, better horsepower, much better enclosure, and so much more that it won't fit in this description! Thinking 5 Axis? So is Saunders; research keeps him focused. Check out the book The Goal: A Process of Ongoing Improvement by Eliyahu Goldratt. It's an oldie but goodie. Thinking about IMTS already? So are Saunders and Grimsmo. They'll be heading to MHub in Chicago the Sunday before IMTS to do a talk at the manufacturing and entrepreneurship event.

Automation enthusiast and leader, Luke Elias of Muskoka Cabinet Company shares his radical automation journey and gives automation beginners key tips for getting started on their own automation. This loaded episode is a must for shop owners in any stage of business.Links:For more on Muskoka Cabinet Company: http://bit.ly/2I9Z73gTo get in contact with Luke Elias: luke@muskokacabco.comFor more on Woodmark Certification: http://bit.ly/2D7DEnUFor The Goal by Eliyahu Goldratt: http://amzn.to/2FhaWqoFor more on SMART: http://bit.ly/2u946hsFor great articles on the Cabinet Industry: http://bit.ly/2lg7UpATo learn more about Ultimate Cabinet Components: http://bit.ly/2lwT5QwTo get in contact with Jeff Finney: http://bit.ly/2BZbzTZ

In Episode #470, Eric and Neil discuss five business books that'll change your life. Tune in to learn what entrepreneurs are reading and how these particular authors will change the way you look at your business. Time Stamped Show Notes: 00:27 – Today's topic: 5 Business Books That'll Change Your Life 00:53 – The Hard Thing About Hard Things by Ben Horowitz talks about a company's difficulties 01:28 – Eric Ries' The Lean Startup is about how you can get out there and outlines what you need to learn before starting out 02:04 – Delivering Happiness by Tony Hsieh helps you to build a great culture and the core values of a company 02:43 – The Dip by Seth Godin talks about when to quit and when to stick with it 03:20 – The Goal by Eliyahu Goldratt breaks down the problems of every single business 04:08 – Marketing School is giving away 90-day FREE trial to Crazy Egg which is a visual analytics tool 04:13 – Go to SingleGrain.com/giveaway to get your FREE copy 04:28 – That's it for today's episode! 3 Key Points: We all make mistakes to learn from them. Entrepreneurship isn't just about the money, but the people you work with. Books alone won't make you successful, but provide a guide for your particular field. Leave some feedback: What should we talk about next? Please let us know in the comments below. Did you enjoy this episode? If so, please leave a short review. Connect with us: NeilPatel.com Quick Sprout Growth Everywhere Single Grain Twitter @neilpatel Twitter @ericosiu

In Episode #470, Eric and Neil discuss five business books that’ll change your life. Tune in to learn what entrepreneurs are reading and how these particular authors will change the way you look at your business. Time Stamped Show Notes: 00:27 – Today’s topic: 5 Business Books That’ll Change Your Life 00:53 – The Hard Thing About Hard Things by Ben Horowitz talks about a company’s difficulties 01:28 – Eric Ries’ The Lean Startup is about how you can get out there and outlines what you need to learn before starting out 02:04 – Delivering Happiness by Tony Hsieh helps you to build a great culture and the core values of a company 02:43 – The Dip by Seth Godin talks about when to quit and when to stick with it 03:20 – The Goal by Eliyahu Goldratt breaks down the problems of every single business 04:08 – Marketing School is giving away 90-day FREE trial to Crazy Egg which is a visual analytics tool 04:13 – Go to SingleGrain.com/giveaway to get your FREE copy 04:28 – That’s it for today’s episode! 3 Key Points: We all make mistakes to learn from them. Entrepreneurship isn’t just about the money, but the people you work with. Books alone won’t make you successful, but provide a guide for your particular field. Leave some feedback: What should we talk about next? Please let us know in the comments below. Did you enjoy this episode? If so, please leave a short review. Connect with us: NeilPatel.com Quick Sprout Growth Everywhere Single Grain Twitter @neilpatel Twitter @ericosiu

As delivery of projects and programs are the foundation for executing an organization's strategy, an organization can achieve excellence by improving its project delivery capability. This podcast episode provides a brief overview of the book called "Critical Chain" by Dr. Eliyahu Goldratt. It's one of the popular books in project management circles. In this podcast [...]

Today’s guest is Rob Madrid, president of washguru.com and owner of one of Denver’s premier car washes.  Although he initially started in the restaurant business, he has found success in the car wash industry and has some great insights on what it takes to enter the car wash business.  Rob has consulted hundreds of clients on car wash startups and improving existing washes.  He outlines his vision for the future of car washes and how to benefit in today’s market. For hungry individuals looking to enter the market, Rob details on common methods to enter the market even when entry costs top the multi-million dollar investment. Rob’s experience and advice is invaluable, especially given the staggering resale prices today.    Episode Highlights Future outlook of the car wash business How to benefit from the current sellers’ market 4 keys to a successful car wash How to find a prime location How to avoid common traps The One Thing: Get advice from somebody who has done it before Top Resource: ‘The Goal’ by Eliyahu Goldratt & www.sonnysdirect.com. Learn more about Rob at washguru.com and check out his car wash at gleamcarwash.com.

“A Meta” de Eliyahu Goldratt é um clássico de administração. As histórias do livro são usadas com frequência nas faculdades para ensinar os alunos sobre metas, processos produtivos e desafios […] O post A Meta apareceu primeiro em Lucas Conchetto.

The theory of constraints with Ed Hill If you pull a chain until it breaks, it only breaks in one place. That's the principle behind the theory of constraints, first introduced by Eliyahu Goldratt and made popular in his and Jeff Cox's book, The Goal. Every business has limiting factors – places where its “chain” is most likely to break. And whether you call them your weakest links, your constraining factors, or something else, Ed Hill has tips on how to strengthen them.   Ed is a systems expert who helps businesses understand and overcome the theory of constraints. One such business was my partner Bill's – the Marena Group. Here's what Bill has to say about the experience. “Ed guided us to a world-class operational system that delivered literally millions of dollars of wealth into my pocket the day I sold the Marena Group. “How? His system improved our financials, boosted employee morale, helped us measure the right things, and increased customer satisfaction. “And he saved us millions, too. Because of Ed we were able to reorganize and work in the space we had, instead of being forced to move into a bigger building.” Ed's process, which he calls “synchronous flow” strengthened Bill's “chain.” Many of Ed's clients report similar experiences after being educated on the theory of constraints and working through his system. The secret is counterintuitive: respect the weakest link. “Find out where the weakest link is and treat it with dignity,” Ed Hill via @RustyLionAcad (Tweet this!) In this episode, Ed explains more about that seemingly backwards piece of advice, and guides me through the theory of constraints. Listen and you'll hear how you can remove your constraints with “synchronous flow.” And when you realize how much your business and life could benefit, you'll be happy you heard this episode. Listen to this episode to hear me speak with Ed Hill about the theory of constraints and more: Moving material or information smoothly through a business. What working for the National Security Agency has done for Ed's career. Why you should “honor” your weakest link! The five steps to making your business “chain” stronger according to the theory of constraints. Why “finish lines” don't exist in the business world. Using the theory of constraints to build a house onto a vacant lot in three hours. Read these books to help you remove your business constraints: “Good to Great: Why Some Companies Make the Leap and Others Don't,” by Jim Collins “Theory of Constraints,” by Eliyahu Goldratt ”The Goal: A Process of Ongoing Improvement,” by Eliyahu Goldratt and Jeff Cox How to contact Ed Hill: You can talk to Ed by calling his cell phone at 704-560-1536 or by emailing him here. Do this next: If you like learning about how to make your business stronger, our free live web training teaches a process you can use to improve both your work and your personal life. Spend 60 minutes with us and you could save yourself countless hours of frustration. Click here to register.

ANDY CROWE ● BILL YATES ● NICK WALKER ● JOHN STENBECK NICK WALKER: Welcome to Manage This, the podcast by project managers for project managers. It's an opportunity to meet and discuss what matters to you in the world of project management. Whether you are already a professional project manager or working toward certification in the field, our goal is to help you along the way. And we do that by keeping you up to date on the latest developments in the field, as well as hearing some real life stories from those who are making a difference in the industry. I'm your host, Nick Walker. And with me are two guys who make this all happen. They are our resident experts, Andy Crowe and Bill Yates. They have the experience of seeing project management from all angles, and they want you to benefit from their experience. Here we are again, guys. How's it going? ANDY CROWE: We're off to a good start, Nick. And I'm very excited about this particular podcast. We've got a good friend in the studio, as well. NICK WALKER: Yes. He is a heavy hitter, you might say. John Stenbeck is the president of Gr8pm, spelled G-R-8-P-M. He's the author of three books. He's a sought-after keynote speaker. He's been a guest on “Good Morning America,” “The Today Show,” “The Oprah Winfrey Show.” He's been featured on the front page of the Los Angeles Times. And just when we thought he couldn't reach any higher, he's a guest now here on Manage This. ANDY CROWE: All that, John, led you to this point. NICK WALKER: Okay. Andy, I know one of the reasons you're excited about having John with us is that his most recent book, John's recent book the “Agile Almanac” has been ranked the No. 1 bestseller in Agile's project management on Amazon.com, and No. 2 bestseller in project management overall, second only to the PMBOK Guide itself. ANDY CROWE: Excellent. And I got a chance to read the “Agile Almanac” before it was released. John was kind enough to share some of that with me. So great resource, a really, really good book. NICK WALKER: Now, John, I don't think you're going to be insulted when I tell you Bill here has described you as a “PMBOK nerd,” okay? But I think you're in good company. JOHN STENBECK: Fair enough. BILL YATES: Fair enough. Okay, good. NICK WALKER: He says that about himself, as well. BILL YATES: Yeah, I threw myself in the category. So that – don't know whether that's a good thing or a bad thing. But here we are as PMBOK nerds. JOHN STENBECK: Probably all of the listeners are going to count themselves pretty close to that category, too; you know? BILL YATES: That's true. NICK WALKER: Well, you know, in past podcasts, we have talked a lot about Agile practices. And now that they're going to be in the PMBOK Guide, just give us an indication of how that's changing the world of project management. JOHN STENBECK: Well, you know, I think one of the big considerations is that it hasn't been since 1997, so we're talking 20 years since the last time something this magnitude happened with the PMBOK. Twenty years ago it was theory of constraints, Eliyahu Goldratt. There's nobody, you know, there's none of us PMBOK nerds who don't embrace that content that was added to the PMBOK back then. And I think that what we're going to see is a lot of this happening as the new edition of the PMBOK comes out. The funniest part of the whole thing for me is the number of PMPs who think they don't do Agile. In fact, you know, if you think back to the first time – and this may be too long ago for some of us. But the very first time you opened the PMBOK Guide, and you looked at it, and you said this is exactly how we talk now, right, that is just laughable. None of us talked that way before we learned the vocabulary. We behaved as project managers, we executed as project managers, but we didn't have that core vocabulary. So I think Agile's going to give us some richness, some additional vocabulary.

  Episode Summary Scott McGregor is a consultant for tech startups based in Silicon Valley. Scott shares an amazing story about Rick Giarrusso raising ten billion dollars to build a rocket and how entrepreneurs can mimic his strategy to get the funding they need for their own business. He also talks on being committed to your business 100% and why you shouldn't worry about your idea getting stolen. Key Takeaways 02:40 - Scott's grandfather told him that he has a duty to make the world better. 06:40 - Scott shares an amazing story on how Rick Giarrusso of Rotary Rocket was able to raise ten billion dollars. 18:45 - KickStarter is an excellent way where you can reach potential customers. 25:30 - Until you make a lot of money, no one is interested in stealing your idea. 28:30 - Scott talks about why The Goal is a great book for entrepreneurs. Tweetables If you're trying to raise a billion dollars, that's too much for Silicon Valley VCs.Go to your customers first and you get them to agree to pay you before you build itYou're the value, not the idea. Links Mentioned The Goal by Eliyahu Goldratt and Jeff Cox. Selling the Wheel by Jeff Cox. Scott McGregor Swift Design Group Point Green Want the Transcription? Click Here to Download Share The Show Did you enjoy the show? I'd love it if you subscribed today and left us a 5-star review! Click this link Click on the 'Subscribe' button below the artwork Go to the 'Ratings and Reviews' section Click on 'Write a Review'

Nesse podcast Ricardo presta um tributo ao físico israelense Eliyahu Goldratt, falecido prematuramente no último sábado dia 11 de Junho de 2011, aos 64 anos de idade. Goldratt foi um dos mais carismáticos e revolucionários pensadores do trabalho das organizações. Criador da Teoria das Restrições (TOC) e da Corrente Crítica em Projetos, seus estudos e pesquisas se tornaram o padrão de trabalho nas organizações modernas em todo o mundo.

In this podcast Ricardo makes a tribute to the Israeli physicist Elliyahu Goldratt. He passed away last Saturday, June 11th, 2001 with 64 years of age. Goldratt was one of the most charismatic and revolutionary thinkers of the organizational work. He created the Theory of Contraints (TOC) and the Critical Chain Project Management and his studies and researches are the working standard of the modern organizations worldwide.