American engineer and economist
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Hosted by Michael Porter
Hosted by Michael Porter
73 episodes with Michael Porter
69 episodes with Michael Porter
12 episodes with Michael Porter
10 episodes with Michael Porter
5 episodes with Michael Porter
6 episodes with Michael Porter
5 episodes with Michael Porter
Brooklyn Nets vs. Atlanta Hawks NBA Pick Prediction by Tony T. Nets vs. Hawks Injuries Zaire Williams is out for Brooklyn. Kuminga out for Atlanta. Recent Box Score Key Stats Nets at Hawks 3:30PM ET—Brooklyn fell to 15-40 following their 105-86 road defeat against Oklahoma City. Nets shot 37% with 17% from three. Michael Porter scored 22 points with nine rebounds. Nolan Traore chipped in with 17 points with three assists. Brooklyn allowed 42% shooting with 37% from three. Atlanta drops to 27-31 with their 128-97 home defeat against Miami. Hawks hit 38% with 42% from three. Onyeka Okongwu led with 22 points with three rebounds. CJ McCollum came off the bench with 20 points with two rebounds. Atlanta allowed 52% shooting with 37% from three.
What if a company could deliver high quality products at low cost, improving the value for customers and giving it a competitive edge, all while offering higher pay and career growth opportunities for its employees and not hurting the bottom line?Zeynep Ton is a professor at MIT's Sloan School of Management, president of the Good Jobs Institute, and author of The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone's Work. Zeynep joins Greg to explain the interconnected components of the “good job strategy,” such as standardization, empowerment, cross-training, simplification, and the incorporation of slack in schedules. She emphasizes that companies should view their workforce as value drivers rather than costs to be minimized, advocating for investment in employees for better productivity and sustainable company growth.*unSILOed Podcast is produced by University FM.*Episode Quotes:The ‘good job strategy' requires systems thinking43:47: A lot of organizations operate in silos, and ‘the good job strategy' requires systems thinking, interconnected decisions, and all the decisions coming back to: how do we create value for the customer and how does this interact with other choices to deliver that type of value? And as long as we do the AB testing and requiring on, rigorous, and I do not think it is rigorous, it is, yeah, it is math, but it is not rigorous logic, it will be very difficult to adopt this.Standardization is a gift28:51: Standardization is a gift because there are so many things I do not even have to think about. So, think each of these choices is helpful to say what are the mindsets that are driving the choices, when used that way, and standardization is not just about work, [but also] standardization of management practices.Why ‘the good job strategy' creates competitive advantage13:02: I can see a lot of companies in the same industry using ‘the good job strategy' as long as they have a differentiation in the eyes of their customers and they're improving their value, continuously using the strategy. It's not good jobs that differentiates. It's the customer value that is a source of competitive advantage.Why unmet basic needs drive employee turnover17:02: You ask our students what motivates people. Everybody is gonna talk about is a sense of belonging, achievement, meaning, recognition. Of course, those things are the motivators. But so many people do not have their basic needs met. And there is tremendous lack of awareness. And those are, oftentimes, the biggest reasons for employee turnover that I have seen in many organizations that I work with.Show Links:Recommended Resources:Good Jobs Institute Toyota Production SystemJohn Paul MacDuffieCharlie MungerQueueing theory“How CEOs Manage Time” by Michael Porter and Nitin NohriaBob NardelliPete StavrosGuest Profile:Faculty Profile at MIT Sloan School of ManagementProfessional WebsiteProfessional Profile on LinkedInGuest Work:The Case for Good Jobs: How Great Companies Bring Dignity, Pay, and Meaning to Everyone's WorkThe Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Ready to see how much cash is hiding in your business? Get your free Financial Health Check now: coltivar.com/check Financial Intelligence Toolkit Steve breaks down Michael Porter's three generic strategies and explains what they really mean. More importantly, he walks through the numbers that reveal whether your strategy is producing real financial results or just sounding good in meetings.If you think you're different, your margins should prove it. If you think you're low cost, your capital efficiency should show it. And if you're trying to do everything at once, that might be the real problem.This is a practical look at how to connect strategy to your financial statements so you can see what's actually working. _______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.com
Brian Miller (Coach Approach Ministries) sits down with Brent Sleasman (Winebrenner Seminary) to unpack a hard reality: important kingdom-focused organizations are disappearing—not because the mission isn't needed, but because leaders fail to see the bigger picture and adapt to a changed world. They explore how "little-kingdom thinking," nostalgia-driven decision-making, and fear of loss keep leaders stuck. The conversation lands on two mindset shifts—moving from deconstruction to construction, and from craving certainty to practicing curiosity—plus a practical lifeline: partnership and collaboration before it's too late. Big ideas & key takeaways 1) "Important organizations" can fail while the Kingdom doesn't Brent defines "important" as organizations advancing Jesus' kingdom mission—raising up and equipping workers. Some fail by closing completely; others "survive" by being absorbed and losing autonomy and original mission. 2) The "bigger perspective" starts with Kingdom clarity Brent's core framework: One King One Kingdom One Kingdom mission When organizations obsess over their own mission/brand distinctiveness and neglect the larger kingdom mission, they drift into "my little kingdom" thinking—and conflict with reality eventually wins. 3) Nonprofits get a weird superpower: they can ignore financial reality longer Because they're not serving shareholders or chasing profit, they can keep doing what "worked for my grandparents"… right up until the day they can't pay staff. 4) Leaders are loss-averse, so change feels like dying Brent names the psychology: we overweight what we might lose versus what we might gain. So even small workflow changes (a new system, new dashboard, a meeting rhythm) can get treated like a spiritual crisis. 5) Two mindset shifts for a VUCA world Brent's two shifts: Deconstruction → Construction (Jeremiah language: don't only tear down/uproot; also build and plant.) Certainty → Curiosity/comfort with uncertainty (the world is volatile, uncertain, complex, ambiguous—so "certainty" as a leadership strategy is basically a fossil.) 6) The practical rescue move: partnership Brent's blunt claim: organizations that failed had ready partners available, but didn't take the humility step early enough. If you think no partner exists, his response is essentially: test that—then admit you're wrong. 7) Before you "shut it down well," try one more creative loop He points to tools/resources (Business Model Canvas, The Startup Way, books/podcasts) to spark fresh thinking before leaders get enchanted with the shutdown process. Standout quotes (clean and punchy) "There's one king, one kingdom, one kingdom mission." "People would rather the church close than change the color of the carpet." "Nobody likes the person at a party that's constantly pointing out everything wrong." "You're going to feel worse about what you lose than what you gain—until you do it." "There were ready partners." Light outline (great for show notes) 00:00–01:35 Setup: "Human-to-human connection will matter more" + the bigger claim: orgs failing due to lack of perspective 01:36–04:31 What "important" means; what "failure" means (closure vs. absorption) 04:32–09:30 Bigger perspective = Kingdom-first clarity (Matthew 28; "one king…") 09:31–15:06 Why orgs get stuck: nostalgia, purity mindset, resistance to change, delayed financial consequences 15:07–20:07 Helping leaders embody mission; fear/loss aversion; journeying together 20:08–26:18 Mindset shifts: constructive thinking + comfort with uncertainty; VUCA 26:19–32:17 Direct advice: partnership/collaboration + use tools/resources to spur creativity; closing encouragement + CAM CTA Practical application prompts (for leaders listening) Where are we protecting our identity more than we're advancing the Kingdom mission? What's one change we keep calling "impossible" that is actually just "uncomfortable"? Who are the "ready partners" we've avoided because partnership would require humility? What decision are we delaying until "certainty" arrives (spoiler: it's not arriving)? What are we building and planting right now—not just critiquing? Links / resources mentioned (no links given in audio) Michael Porter, Competitive Advantage Business Model Canvas Eric Ries, The Startup Way VUCA (Volatile, Uncertain, Complex, Ambiguous) Scriptural references/inferences: Matthew 28 (Great Commission), "harvest is plentiful/workers few," Jeremiah (tear down/uproot vs build/plant), "gates of hell shall not prevail"
Join Thomas Leuthner as he breaks down the current state of tanking in the NBA. Nic Claxton and Michael Porter both missing this game more than likely Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Can Traore prove his worth in the absence of Egor? Do the Nets stand a chance without Michael Porter Jr? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
The Nets make some shocking moves while keeping Michael Porter jr. Can they compete in tonight's game against the Magic?? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Kevin Pelton of ESPN joins Danny, Dan, and Nate for their semi-annual cap nerdathon in which they take the reins of the league's teams to simulate the trade deadline. It's a weird year with many high-priced players and lots of expensive, constrained teams. In Part 1, the quartet engages in trade discussions for Giannis Antetokounmpo, Jaren Jackson, Jr., Anthony Davis, Lauri Markkanen, Ja Morant, Zion Williamson, LeBron James, Trey Murphy III, Michael Porter, Jr., Karl-Anthony Towns, Anfernee Simons, and many more. Join Dunc'd On Prime for 35% off a yearly subscription in honor of the Mock Trade Deadline! Use code mockdeadline26. Join Dunc'd On Prime! It's the only place to get every episode with Nate & Danny, plus every pod with John Hollinger & Nate as well!Subscribe on YouTube to get Dunc'd On Clutch Calls, Real Video Scouts, and more.Or, sign up for our FREE mailing list to get Dan Feldman's Daily Duncs with all the major topics around the league twice a week. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Nate and Danny begin their bi-weekly look at the Eastern Conference with intense film and stat breakdowns of eight teams.TOR: Is Collin Murray-Boyles the next Draymond?BRK: What would a team get in trading for Michael Porter, Jr? 11:45WAS: Is Tre Johnson one of the next great shooters in the league? 22:21CHA: The numbers with their Big 3 on the court are intriguing 32:36CHI: Looking back on the Derrick Rose era, plus the Bulls generate great shots 42:20CLE: Jaylon Tyson's emergence as a role player 52:33 DET: How should they deal with the blitzing on Cade like the Rockets did on Friday? 1:03:09MIL: What does Giannis' calf injury mean? 1:12:00 Join Dunc'd On Prime for 35% off a yearly subscription in honor of the Mock Trade Deadline! Use code mockdeadline26. Join Dunc'd On Prime! It's the only place to get every episode with Nate & Danny, plus every pod with John Hollinger & Nate as well!Subscribe on YouTube to get Dunc'd On Clutch Calls, Real Video Scouts, and more.Or, sign up for our FREE mailing list to get Dan Feldman's Daily Duncs with all the major topics around the league twice a week. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Boston Celtics vs. Brooklyn Nets NBA Pick Prediction by Tony T. Celtics vs. Nets Injuries Minott, Tatum and White are out for Boston. Highsmith is out for Brooklyn. Recent Box Score Key Stats Celtics at Nets 7:30PM ET—Boston improved to 27-16 following their 119-104 home victory against Indiana. Celtics shot 48% with 29% from three. Jaylen Brown led with 30 points with ten rebounds. Sam Hauser contributed 17 points with six rebounds. Boston allowed 40% shooting with 27% from three. Brooklyn drops to 12-30 with their 120-66 road defeat against NY Knicks. Nets shot 29% with 28% from three. Michael Porter scored 12 points with six rebounds. Zaire Williams got off the bench with 11 points and a rebound. Brooklyn allowed 58% shooting with 50% from three.
Brooklyn Nets vs. Chicago Bulls NBA Pick Prediction by Tony T. Nets vs. Bulls Injuries Highsmith, Porter, Powell and Williams are out for Brooklyn. Collins and Giddey are out for Chicago with Williams questionable. Recent Box Score Key Stats Nets at Bulls 7PM ET—Brooklyn improved to 12-27 following their 112-109 home victory against Chicago Bulls. Nets shot 43% with 48% from three. Michael Porter scored 26 points with seven rebounds. Noah Clowney chipped in with 23 points with 11 rebounds. Chicago fell to 19-22 in defeat. They shot 48% with 31% from three. Nikola Vucevic led with 19 points with six rebounds. Coby White supported with 17 points and four assists.
This week, Joe Way kicks off another “January Push for ISE” episode with a big announcement: a brand-new education-focused collaboration happening alongside ISE 2026, EdTech Congress Barcelona (Feb 4–5). Joined by Alicia Berlanga, Cluster Manager for the Spanish EdTech Cluster, the conversation explores the event, its partnership with Integrated Systems Europe, and the ways the event supports the education vertical.Alicia Berlanga — Cluster Manager, EdTech Cluster SpainFormerly spent ~15 years at the Technical University of Catalonia working on international e-learning/education technology projects (starting in 1999)Later led professional training schools in Madrid and Barcelona for ~7 yearsNow leads the EdTech Cluster, bringing together companies, universities, schools, foundations, and associations to advance technology's role across education and training1) What an “EdTech Cluster” is (and why it's a big deal)Alicia explains the European “cluster” model—built around industry innovation and shared mission (inspired by Michael Porter's work analyzing ecosystems like Silicon Valley). The cluster functions like an association, but with an innovation-first mandate that intentionally connects the ecosystem.EdTech Cluster Spain's five core tracks:Market / networking: grow the sector through member connectionsInnovation: collaborative projects (including interoperability challenges in education)Internationalization: global connection and partnership (hello, HETMA)Talent: building the pipeline into edtech rolesShared value: reinforcing the social impact of education + technology2) What EdTech Congress Barcelona is:Alicia breaks down the congress as Spain's flagship EdTech event—two days, ~2,000 attendees, and a full stakeholder mix: schools, universities, corporate learning, companies, and public administration.Congress structure highlights:Keynotes in a large auditorium + multiple parallel tracksTracks spanning K-12, universities, professional training, corporate, and public administrationA deliberate effort to bring public-sector education leaders into conversations about ethics, AI, and guidance frameworks3) The 2026 theme: AI, but more human—and more interdisciplinary:Rather than treating AI as “just software,” this year's program expands the lens with voices from outside the usual tech circuit, including:AI experts from industry and educationA philosopherA writer focused on the topicA paleoanthropologist (including work connected to the famous excavations)Plus mention of high-profile education leadership voices (including a former U.S. Department of Education deputy director)The goal: a holistic view of AI's impact on learning, culture, and the future of the human “digital brain.”4) Why aligning with ISE matters (and what changes in 2026 vs 2027):Alicia explains the timing shift (from April to February) and why it better matches the academic/commercial calendar in Europe. From there, the conversation turns to the bigger move: aligning with ISE to create a true “Week of EdTech.”Key integration points discussed:Reducing duplication (why run major education programming weeks apart?)Leveraging ISE's scale and global audience to grow the education communityBuilding toward a more embedded program in 2027 (including deeper integration, program embedding, hackathon, etc.), while 2026 acts as a “transition / introduction” yearHETMA @ ISE + EdTech Congress (what Joe previews):Joe outlines HETMA's plan to make the week feel curated and community-first:Two HETMA booths (one on the ISE show floor + one at EdTech Congress)Live podcast recordings happening at both locationsSwag of swag (and a teased “unique experience” at the booth)Happy hours and social connection pointsTours and guidance so first-timers don't get overwhelmed by ISE's scaleA strong invitation: don't wander ISE alone—find your people through HETMAMemorable moments / quotables:The big idea: “A week of education and technology”—for the first time at this scale in the regionJoe's mission for ISE: “Don't walk in and get lost. Walk in, find us, and let us help you.”Classic disclaimer energy: none of the opinions belong to anyone who might want to sue themConnect with Alicia Berlanga and the EdTech Congress Barcelona:LinkedIn: https://www.linkedin.com/in/aliciaberlangamanagertecnologiaeducativa/Email: aberlanga@edutechcluster.orgWebsite: https://EdTechCongressBCN.comFree Pass: https://registration.firabarcelona.com/?cod_prom=APOO7SDC#/es_ES/J202026/WEBFollow all the HETMA and Higher Ed AV coverage:Website: https://www.higheredav.com/ISE2026EdTech Congress: Booth T204ISE Show Floor: Booth 2W400Connect with Joe Way:Web: https://www.josiahway.comLinkedIn: https://linkedin.com/in/josiahwayX (Formerly Twitter): https://www.x.com/josiahwayInstagram: https://www.instagram.com/josiahway
Brooklyn Nets vs. Memphis Grizzlies NBA Pick Prediction by Tony T. Nets vs. Grizzlies Injuries Highsmith, Porter, Powell and Zion are out for Brooklyn. Clarke, Edey, Jerome, Morant and Pippen are out for Memphis with Konchar questionable. Recent Box Score Key Stats Nets at Grizzlies 3:30PM ET—Brooklyn fell to 11-24 following their 121-105 home defeat against LA Clippers. Nets shot 40% with 32% from three. Egor Demin scored 19 points with three assists. Michael Porter contributed 18 points with six assists. Brooklyn allowed 59% shooting with 58% from three. Memphis drops to 18-22 with their 117-116 home defeat against Oklahoma City. Grizzlies hit 47% with 34% from three. Jaren Jackson led with 23 points with seven rebounds. GG Jackson off the bench posted 18 points with two rebounds. Memphis allowed 47% with 24% from three.
Join Thomas Leuthner as he briefly covers this Nets vs Nuggets head-to-head matchup. Can MPJ show that trading him was a mistake? Find out here Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Golden St Warriors vs. Brooklyn Nets NBA Pick Prediction by Tony T. Warriors vs. Nets Injuries Seth Curry, Horford and Melton are out for GSW. Highsmith is out for Brooklyn. Recent Box Score Key Stats Warriors at Nets 7:30PM ET—Golden St is on a back-to-back after playing at Toronto on Sunday. Brooklyn improved to 10-19 with their 123-107 road victory against Minnesota. Nets shot 55% with 28% from three. Cam Thomas came off the bench with 30 points and four assists. Michael Porter supported with 27 points and ten rebounds. Brooklyn allowed 45% shooting with 42% from three.
Brooklyn Nets vs. Minnesota Timberwolves NBA Pick Prediction by Tony T. Nets vs. Timberwolves Injuries Highsmith is out for Brooklyn. Shannon is out with Conley and Edwards questionable. Recent Box Score Key Stats Nets at Timberwolves 8PM ET—Brooklyn improved to 9-19 following their 114-106 road victory against Philadelphia. Nets shot 43% with 38% from three. Michael Porter scored 28 points with five rebounds. Egor Demin chipped in with 20 points and five assists. Brooklyn allowed 41% shooting with 26% from three. Minnesota fell to 20-11 after their 142-139 road defeat against Denver. Timberwolves hit 49% with 27% from three. Anthony Edwards led with 44 points with six rebounds. Julious Randle supported with 32 points and seven rebounds. Minnesota allowed 47% shooting with 44% from three.
Toronto Raptors vs. Brooklyn Nets NBA Pick Prediction by Tony T. Raptors vs. Nets Injuries Barrett and Poeltl are out for Toronto. Highsmith, Powell and Thomas are out for Brooklyn. Recent Box Score Key Stats Raptors at Nets 6PM ET—Toronto is on a back-to-back after hosting Boston on Saturday and losing 112-96. Brooklyn fell to 7-19 following their 106-95 home defeat against Miami. Nets shot 39% with 22% from three. Michael Porter led the team with 28 points with six rebounds. Nic Claxton contributed 16 points with 12 rebounds. Brooklyn allowed 46% shooting with 32% from three.
Can the Nets continue to ride the hot hand of Michael Porter? Will Bam be able to connect from the outside? Are the Heat legit without Tyler Herro? Find out here!! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Brooklyn Nets vs. Dallas Mavericks NBA Pick Prediction by Tony T. Nets at Mavericks Injuries Highsmith and Thomas are out for Brooklyn. Irving is out with Gafford doubtful. Recent Box Score Key Stats Nets at Mavericks 8:30PM ET—Brooklyn improved to 6-17 following their 119-101 home victory against New Orleans. Nets shot 53% with 40% from three. Michael Porter scored 35 points with nine rebounds. Nic Claxton contributed 14 points with a Triple Double.
In this special festive edition of WHAT THE TRUCK?!?, host Malcolm Harris brings you a packed episode live from the 2026 Freight Market Summit. First, Malcolm sits down with Sarah Abernathy, Director of Marketing and Communications at Kenworth Truck Company. Sarah shares the behind-the-scenes story of one of trucking's most heartwarming annual traditions: hauling the U.S. Capitol Christmas Tree across the country. She discusses Kenworth's twelve-year partnership with the project, the state-to-state community engagement, and the technology behind the Kenworth T680 that carried this year's tree, “Silverbell,” from Nevada to Washington, D.C. Sarah also highlights the role of driver Michael Porter, the significance of the tour, and what Kenworth is looking forward to in 2026. Later in the episode, Malcolm welcomes Zane Holcomb and Luke LeMaster from TEL to talk about becoming an owner-operator in today's freight market. They break down what drivers should expect, why now can still be a smart time to step into ownership, how TEL supports drivers throughout their leases, and the mindset needed to build a successful owner-operator business. They also discuss technology trends, equipment choices, common challenges, and the changing landscape of driver mentorship. Plus, Malcolm covers the latest industry headlines, including: • A logistics startup founder losing an appeal on a 20-year conviction • New tariff discussions involving the U.S. and Mexico • Enterprise officially entering the heavy-truck space through its Hogan acquisition • The ongoing voting for America's Top Freight Town If you enjoy stories about trucking, leadership, equipment, market insights, and the people who make the industry run, this is an episode you won't want to miss. Watch on YouTube Subscribe to the WTT newsletter Apple Podcasts Spotify More FreightWaves Podcasts #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices
In this special festive edition of WHAT THE TRUCK?!?, host Malcolm Harris brings you a packed episode live from the 2026 Freight Market Summit. First, Malcolm sits down with Sarah Abernathy, Director of Marketing and Communications at Kenworth Truck Company. Sarah shares the behind-the-scenes story of one of trucking's most heartwarming annual traditions: hauling the U.S. Capitol Christmas Tree across the country. She discusses Kenworth's twelve-year partnership with the project, the state-to-state community engagement, and the technology behind the Kenworth T680 that carried this year's tree, “Silverbell,” from Nevada to Washington, D.C. Sarah also highlights the role of driver Michael Porter, the significance of the tour, and what Kenworth is looking forward to in 2026. Later in the episode, Malcolm welcomes Zane Holcomb and Luke LeMaster from TEL to talk about becoming an owner-operator in today's freight market. They break down what drivers should expect, why now can still be a smart time to step into ownership, how TEL supports drivers throughout their leases, and the mindset needed to build a successful owner-operator business. They also discuss technology trends, equipment choices, common challenges, and the changing landscape of driver mentorship. Plus, Malcolm covers the latest industry headlines, including: • A logistics startup founder losing an appeal on a 20-year conviction • New tariff discussions involving the U.S. and Mexico • Enterprise officially entering the heavy-truck space through its Hogan acquisition • The ongoing voting for America's Top Freight Town If you enjoy stories about trucking, leadership, equipment, market insights, and the people who make the industry run, this is an episode you won't want to miss. Watch on YouTube Subscribe to the WTT newsletter Apple Podcasts Spotify More FreightWaves Podcasts #WHATTHETRUCK #FreightNews #supplychain Learn more about your ad choices. Visit megaphone.fm/adchoices
Ready to see how much cash is hiding in your business? Get your free Financial Health Check now: coltivar.com/check Steve breaks down why old-school strategy models don't fully work in an AI world anymore. He explains how the real value drivers have shifted to human capital and intellectual assets, why most companies confuse planning with strategy, and how to actually pick and attack the right strategic problem in your business._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information. LinkedIn | YouTube coltivar.com
Neste episódio do Canary Cast, Kristian Huber, General Partner do Canary, conversa com Mariano García, Founder e CEO da Axenya, empresa que está transformando como as empresas brasileiras gerenciam a saúde de seus colaboradores por meio de dados, tecnologia e um modelo de negócio alinhado aos interesses de todos os atores da cadeia. A Axenya nasceu de uma tese simples, mas poderosa: o mercado de saúde precisa ser atualizado, e não há melhor momento para iniciar essa mudança do que agora. Criado em 1935 para lidar principalmente com doenças agudas (curta duração e alta intensidade), o sistema de saúde sofre hoje com mais de 85% dos custos relacionados a doenças crônicas — um volume para o qual ele não foi desenhado e que acaba desequilibrando as contas de diversos elos da cadeia, recaindo principalmente sobre os pagadores. Enquanto a tecnologia médica avançou significativamente no tratamento de doenças agudas, a expectativa de vida aumentou, a ocorrência de doenças crônicas se estendeu ao longo da vida e o sistema não se adaptou para acompanhar necessidades como monitoramento contínuo, prevenção e intervenção no momento certo. O resultado? Hoje, aproximadamente 50% dos custos de saúde estão relacionados a ineficiências de monitoramento e falta de ação preventiva — não ao volume de atendimentos, medicamentos ou procedimentos médicos em si. A solução que Mariano desenvolveu com a Axenya, apoiado em seus muitos anos na indústria de saúde, foi construir uma plataforma de gestão que agrega dados de múltiplas fontes (wearables, registros médicos, comportamento), os processa em tempo real e identifica populações em risco para intervir antes que doenças se agravem. Hoje, com uma população de 100 mil vidas sob monitoramento, a Axenya realiza mais de 95 milhões de análises clínicas por mês — um volume que seria impossível de executar mesmo se todos os médicos do Brasil trabalhassem exclusivamente para a empresa. No episódio, Mariano compartilha sua trajetória de 25 anos no setor de saúde — passando por Pfizer, Warburg Pincus, Bausch, Empresas de Biotecnologia e Advent — e como essa experiência o levou a identificar a oportunidade de reinventar a forma como empresas compram e gerenciam planos de saúde. Ele explora os principais desafios do mercado, como o desalinhamento de incentivos entre corretoras, planos e pacientes, e como a Axenya está rompendo esse ciclo ao se remunerar apenas pelo valor que entrega — e não pela comissão sobre o que é gasto.Destaques do episódio: 00:00 – 02:20 Introdução do episódio e apresentação do convidado02:28 – 07:20 Trajetória de Mariano Garcia no setor de saúde: de Pfizer a empreendedor07:22 – 09:40 O início da tese da Axenya a partir da ascensão do volume de dados em saúde09:44 – 14:35 As dores do setor de saúde: quais são os principais vetores de custo e o desalinhamento de incentivos14:35 – 17:33 Por que empreender com saúde no Brasil especificamente17:33 – 19:11 O que Mariano aprendeu como investidor, executivo e empreendedor que leva para a Axenya19:23 – 21:30 Complexidade de dados e os pontos de inflexão que permitem a solução da Axenya existir21:37 – 24:50 Proposta de valor da Axenya: como entrega valor para cada elo da cadeia (empresa, plano, paciente)25:00 – 27:00 O paradoxo da Axenya: mais consultas e exames, mas 50% menos de custos28:00 – 31:25 Quem é o cliente Axenya hoje e como quebra a resistência do mercado tradicional31:27 – 32:13 Modelo de negócio: monetização por success-fee em vez de comissão32:14 – 34:54 Quebrando a dinâmica anual de troca de planos: modelos de alinhamento de incentivos34:55 – 38:12 Os impactos da Axenya: redução de sinistralidade, eficiência de custos e NPS de 95+38:13 – 41:40 A visão de futuro: de otimizador de planos para plataforma completa de gestão de saúde41:42 – 44:30 Maiores erros, acertos e aprendizados sobre times e cultura44:48 – 47:10 A importância de pensar diferente do mercado: first principles vs. playbook47:16 – 48:19 Conselho para o Mariano do passado48:30 – 50:50 Conteúdos recomendados51:00 – 51:49 Conclusão do episódioConteúdos recomendados no episódio:"Redefining Healthcare: Creating Value-Based Competition on Results" de Michael Porter Livro seminal que introduziu o conceito de value-based healthcare há mais de 20 anos."Software is eating the world, yet healthcare remains INEDIBLE: How to Build the Modern, Tech-Enabled, Healthcare Experience" de Mariano García ValiñoMariano destaca que Porter escreveu sobre saúde baseada em valor de forma teórica, mas hoje, com as ferramentas tecnológicas disponíveis (como as que a Axenya usa), é possível colocar essas ideias em prática. É quase uma homenagem a Michael Porter, mas com a tecnologia que ele não tinha à época. "The Innovator's Prescription: A Disruptive Solution for Health Care" de Clayton Christensen Do mesmo autor que criou o conceito de "disrupção" e escreveu "The Innovator's Dilemma", este livro explora como inovação pode resolver os problemas estruturais da saúde. Apesar de ter cerca de 15 anos, mantém sua relevância e é essencial para entender dinâmicas de inovação em saúde. "The Cold Start Problem: Using Network Effects to Build Great Products" de Andrew Chen Livro focado em como construir marketplaces e ativar network effects. Essencial para quem está construindo plataformas que dependem de múltiplos atores (empresas, planos, pacientes, provedores) e precisa entender a dinâmica de como fazer todos os lados funcionarem simultaneamente. Glossário de termos mencionados ao longo do episódio: Doenças Crônicas — Condições de saúde de longa duração (diabetes, hipertensão, obesidade, doenças cardiovasculares) que exigem monitoramento contínuo e não têm cura, apenas controle. Doenças Agudas — Condições de saúde de curta duração e alta intensidade (infecções, fraturas) para as quais o sistema de saúde foi originalmente desenhado em 1935-1940. Sinistralidade — Percentual do prêmio de seguro que é gasto efetivamente em saúde. Exemplo: 75% de sinistralidade significa que de cada 100 reais em prêmio, 75 são gastos com saúde. Wearables — Dispositivos (smartwatches, pulseiras) que coletam dados de saúde em tempo real, como frequência cardíaca, passos, sono, etc. Monitoramento Remoto — Acompanhamento contínuo da saúde de pacientes sem necessidade de presença física, usando tecnologia e dados. Lead Qualification / Qualificação de Leads — Identificar e priorizar pacientes em risco que precisam de intervenção preventiva. NPS (Net Promoter Score) — Métrica que mede a satisfação e lealdade do cliente, variando de -100 a +100. B2B (Business-to-Business) — Modelo de negócio entre empresas. No caso da Axenya, vende para empresa → plano de saúde → paciente. Corretora de Seguros — Intermediária tradicional que vende planos de saúde para empresas, geralmente cobrando comissão sobre o valor do plano. Success-Fee — Modelo de remuneração baseado em resultados: a empresa paga apenas pela economia ou valor entregue, não por comissão fixa. Inflação Médica — Crescimento dos custos de saúde que é 2,5x maior que a inflação geral da economia. Modelo de Negócio Alinhado — Quando os incentivos financeiros de todos os atores (empresa, plano, paciente, provedor) apontam para o mesmo objetivo: melhor saúde com menor custo. Fragmentação de Dados — Situação em que dados de saúde estão espalhados em múltiplos sistemas sem integração, dificultando análises e ações. Interoperabilidade — Capacidade de diferentes sistemas e fontes de dados se comunicarem e compartilharem informações. Algoritmos Preditivos — Modelos matemáticos que usam dados históricos para prever eventos futuros, como o risco de um paciente desenvolver diabetes. Processamento de Dados em Tempo Real — Análise e ação sobre dados conforme são gerados, não em lotes posteriores. Aderência (Medicamentosa) — Capacidade do paciente de seguir corretamente o tratamento prescrito (tomar medicamentos no horário, na dose correta). Estatinas — Classe de medicamentos usados para controlar colesterol, uma das prescrições mais comuns no mercado. Retinopatia — Complicação da diabetes que afeta a visão e pode levar à cegueira se não controlada. First Principles — Abordagem de resolução de problemas que volta aos fundamentos básicos em vez de seguir convenções ou playbooks estabelecidos. Playbook — Conjunto de estratégias e processos padronizados que o mercado segue tradicionalmente. IPO (Initial Public Offering) — Oferta pública inicial; quando uma empresa abre seu capital na bolsa de valores. Private Equity — Modelo de investimento onde fundos adquirem empresas privadas para operá-las e depois vendê-las com lucro. Venture Capital — Tipo de investimento focado em startups de alto potencial de crescimento.See omnystudio.com/listener for privacy information.
Brooklyn Nets vs. Toronto Raptors NBA Pick Prediction by Tony T. Nets at Raptors Injuries Highsmith, Saraf and Thomas are out for Brooklyn. Claxton and Demin are probable. Murray-Boyles and Poeltl are out for Toronto. Recent Box Score Key Stats Nets at Raptors 6PM ET— Brooklyn improved to 3-12 following their 113-105 road win at Boston. The Nets shot 52% with 39% from three. Michael Porter scored 33 points with eight rebounds. Nic Claxton chipped in with 18 points and a Triple Double. Brooklyn allowed 47% shooting with 32% from three. Toronto is 11-5 with their 140-110 home victory against Washington. The Raptors shot 45% with 29% from three. Brandon Ingram produced 24 points with eight rebounds. RJ Barrett chipped in with 24 points and eight rebounds. Toronto allowed 45% shooting with 29% from three.
Brooklyn Nets vs. Boston Celtics NBA Pick Prediction by Tony T. Nets at Celtics Injuries Highsmith, Saraf and Thomas are out for Brooklyn. Tatum is out for Boston. Recent Box Score Key Stats Nets at Celtics 7:30PM ET—Brooklyn fell to 2-12 following their 113-99 home defeat to Boston. The Nets shot 40% with 37% from three. Michael Porter scored 25 points with six rebounds
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Did you like the episode? Send me a text and let me know!!Business Conversations With Pi – How to Add and Grow Business ValueTodays discussion covers how to define and measure value in business, strategies for growing a company, and the best ways to find top talent. The episode also features expert book recommendations to help listeners deepen their understanding of value creation and business growth00:00 – Introduction Meet host KU and AI co-host Pi. Discover how AI can help entrepreneurs and business owners succeed.00:29 – Who Should Listen Perfect for aspiring founders, small business owners, and anyone seeking business growth strategies.00:51 – What You'll Learn Get expert advice on business planning, marketing, and value creation.01:37 – Getting Started Jesse and Lawrence (Pi) set the stage for a value-packed episode.01:52 – What Is Value in Business? Jesse asks: What does “adding value” mean for entrepreneurs?02:07 – How to Measure Value Lawrence shares five key indicators:Positive feedback (02:07)Repeat business (02:18)Referrals (02:27)Sales growth (02:35)Market share (02:43)02:52 – Growing Your Company's Value Top strategies for business growth:Customer retention (02:57)Customer acquisition (03:12)Innovation (03:21)Efficiency (03:30)Branding (03:39)03:49 – How to Find Top Talent Best places to recruit:Referrals (03:57)Job boards (04:06)Recruitment agencies (04:14)Universities/colleges (04:23)Social media (04:34)04:42 – Book Recommendations for Entrepreneurs Boost your business knowledge with these top books:Blue Ocean Strategy by W. Chan Kim & Renée Mauborgne (04:50): Learn to create unique value and uncontested market space.The Lean Startup by Eric Ries (05:10): Build startups with continuous innovation and customer value.Good to Great by Jim Collins (05:23): Discover what makes companies excel and create lasting value.Competitive Strategy by Michael Porter (05:36): Master industry analysis and competitive advantage.Zero to One by Peter Thiel & Blake Masters (05:47): Find new ways to innovate and build valuable businesses.05:51 – Final Takeaways Lawrence encourages listeners to focus on vaStan.store/skoob for your black Friday coaching deal right now!! Thank you for being a Skoobeliever!! If you have questions about the show or you want to be a guest please contact me at one of these social mediasTwitter......... ..@djskoob2021 Facebook.........Facebook.com/skoobamiInstagram..... instagram.com/uepodcast2021tiktok....... @djskoob2021Email............... Uepodcast2021@gmail.com Skoob at Gettin' Basted Facebook PageAcross The Start Line Facebook Community Find out what one of the four hurdles of stop is affecting you the most!!Black Friday coaching Sale now!! 65% off original price! go to stan.store/skoob to book your appointment and take advantage of this limited time offer! On Twitter @doittodaycoachdoingittodaycoaching@gmailcom
Brooklyn Nets vs. Washington Wizards NBA Pick Prediction by Tony T. Nets at Wizards Injuries Highsmith and Thomas are out for Brooklyn. Coulibaly for Washington. Recent Box Score Key Stats Nets at Wizards 6PM ET—Brooklyn fell to 1-11 following their 105-98 road defeat at Orlando. The Nets shot 43% with 26% from three. Michael Porter posted 24 points with 11 rebounds. Nic Claxton chipped in with 13 points and five rebounds. Brooklyn allowed 46% shooting with 38% from three. Washington drops to 1-11 after their 135-112 road defeat to Houston. The Wizards 46% with 39% from three. Alex Sarr posted 25 points with 11 rebounds. Tre Johnson produced 12 points and a rebound. Washington allowed 53% shooting with 49% from three.
Brooklyn Nets vs. NY Knicks NBA Pick Prediction by Tony T. Nets vs. Knicks Injuries Highsmith and Cam Thomas are out for Brooklyn. NY has a clean injury report. Recent Box Score Key Stats Nets at Knicks 6PM ET— Brooklyn fell to 1-8 following their 125-107 home defeat to Detroit. The Nets shot 42% with 37% from three and 19 turnovers. Michael Porter posted 28 points with five rebounds. Noah Clowney contributed 19 points with two assists. Brooklyn allowed 58% shooting with 23% from three. NY is 5-3 with their 137-114 home win against Minnesota. The Knicks hit 54% with 45% from three. OG Anunoby scored 25 points with eight rebounds. Jalen Brunson chipped in with 23 points and ten assists. NY allowed 48% shooting to the Timberwolves with 48% from three.
Thomas dives deep into the Nets problems and acknowledges that Michael Porter jr. NEEDS to be better. Can Cameron Thomas and Michael Porter every have a great game on the same night? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Brooklyn Nets vs. Houston Rockets NBA Pick Prediction by Tony T. Nets vs. Rockets Injuries Highsmith is out with Powell, Williams and Wolf are questionable. Finney-Smith and VanVleet are out for Houston. Recent Box Score Key Stats Nets at Rockets 8PM ET—Brooklyn fell to 0-3 following their 118-107 road defeat to San Antonio. The Nets shot 39% with 32% from three. Cam Thomas scored 40 points with two rebounds. Michael Porter produced 16 points with six rebounds
Video Version About the Podcast In this episode of State of Readiness, host Joseph Paris speaks with Alan Michaels, founder of the Industry Knowledge Graph, a strategic planning tool built on Michael Porter's competitive strategy framework. The discussion traces Alan's multi-decade journey to develop a globally comprehensive, highly granular industry taxonomy and its transformation into a usable, dynamic digital platform. Alan recalls the pivotal moment in 1986 when, while working in IT at Manufacturers Hanover Bank, he was introduced to Porter's Competitive Advantage. The structured, recipe-like nature of Porter's methodology resonated deeply with him, prompting a career pivot toward corporate strategy. Over time, Alan held various strategic roles, including at IBM and in insurance, but ultimately dedicated himself full-time to his ambitious goal: to map the entire global economy by industry, using Porter's definitions of competitive structure and market forces. The result, launched in April 2024, is the Industry Knowledge Graph, a platform that classifies the global economy into over 24,000 distinct industries, based on competitive commonalities such as products, buyers, substitutes, and vendors. This granularity far exceeds traditional classifications like NAICS codes. For instance, while NAICS might group all jet aircraft in one industry, Alan's system separates fighter jets, commercial jets, and blimps into unique segments. Even within food, categories like potato chips, pretzels, and popcorn are treated as different industries based on buyer behavior and competitive factors. The platform supports top-down and bottom-up analysis. A user can examine which industries a company like PepsiCo operates in (156 in total), or conversely, explore a given industry like potato chips and see the top competitors, value chains, channels, and influencing trends. Users can also compare companies by overlapping and unique industry participation—offering a precise view ideal for M&A analysis, competitive benchmarking, strategic expansion, or private equity targeting. Alan emphasizes that his system empowers corporate planners, marketers, and strategists to cut research time dramatically. What previously took months—such as comparing competitors by line of business—can now be done in seconds. A standardized set of industry data fields, inspired by Porter's methodology, makes this possible. Each industry entry includes value chains, buyer segments, substitute threats, supplier dependencies, market trends, and more. To bring this vision to life digitally, Alan partnered with Semantic Arts, a leader in semantic technology and the data-centric revolution. Together, they formed Industry Knowledge Graph LLC, combining Alan's industry content with a modern knowledge graph platform. The system launched with an initial demo and subscription access, and plans are underway to expand its data, integrate public classification codes (e.g., NAICS, UN), and invite partnerships to enrich its content. Alan concludes by emphasizing that the Industry Knowledge Graph offers a strategic lens to view the economy—one grounded in Porter's logic, built with real-world granularity, and powerful enough to revolutionize strategic planning across industries. About Alan Michaels As the Director of Industry Research at Industry Knowledge Graph LLC, I am solely focused on enhancing our industry model of the global economy, which leverages the IBB model of the global economy (covering 25,000 industries) developed by Industry Building Blocks LLC. For the past 24 years, I have been building and maintaining the best available industry segmentation of the global economy by line of business, using Michael E. Porter's five forces industry analysis methodology. My business expertise is in corporate planning, business unit planning, industry analysis, new business development, and aligning and coordinating business and IT and other activities to make the whole greater than the sum of the parts. In 1994, I self-published (a Porter-inspired step-by-step corporate planning workbook) "Structured Strategic Planning" while teaching at Pace University Graduate School. In short, since reading Porter's book "Competitive Advantage" in 1986 I have been passionate about leveraging his five-forces industry framework to provide high-quality, granular, and comprehensive industry data to raise the level of strategic thinking. Executive Contact: Alan Michaels Title: Managing Director of Industry Research LinkedIn Profile: https://www.linkedin.com/in/alansmichaels/ Company: Industry Knowledge Graph Website: https://www.industrykg.com/ Company Type: Private Year Founded: 2021 Practice Areas: Industry Model of the Global Economy, Knowledge Graph Platform, Market Segmentation, Five Forces Industry Analysis, M&A Analysis, Industry Taxonomy, Industry Classification Systems, Industry Ecosystems, Michael Porter Frameworks, Semantics, Ontology, Linked Data, Industry Trends, Macroeconomics, Microeconomics, Industry Classification Systems, Corporate Strategy, Business Unit Strategy, Competitor Analysis, and Market Intelligence
What does a banana have to do with data strategy? In this episode of the Chief Strategy Officer Podcast, we sit down with Claudio Finol, Chief Strategy Officer at Fyffes, one of the world's oldest and most recognized produce companies. Fyffes bananas, pineapples, and melons may be a familiar sight in your grocery store, but behind the scenes the company is navigating some of the most complex strategy challenges of our time—climate change, global supply chains, digitization, and the disruptive power of data. Claudio shares how Chief Strategy Officers across industries can learn from agriculture—a sector as old as civilization—about using data to push Michael Porter's productivity frontier, transform traditional business models, and even create new revenue streams. From John Deere's reinvention into a data-driven platform company to the strategic tension between optimizing your core and monetizing aggregated data, this conversation uncovers lessons every CSO should hear. Things We Will Cover in This Episode:- How Fyffes is blending tradition with transformation in the global produce industry. - Why data is no longer just supporting products—it is becoming the product. - Michael Porter's productivity frontier and its relevance in the AI era. - How companies like John Deere turned data into a competitive advantage and 95th-percentile growth engine. - The two strategic paths with data: optimizing the core vs. creating new data products. - What CSOs must do today to prepare their organizations for digitization, AI, and data-driven business models. Why ListenIf you're a Chief Strategy Officer, innovation leader, or executive thinking about the future of business, Claudio's insights will challenge you to rethink what business you're really in. Whether you're managing physical products, digital platforms, or services, this episode shows how data strategy, AI readiness, and organizational culture can define the competitive frontier in the years ahead. Learn more about Outthinker's community of chief strategy officers - https://outthinkernetwork.com/ Follow us on LinkedIn - https://www.linkedin.com/company/outthinker-networks
Strategy: The Art of Shaping the Future In this episode, Rich sits down with renowned strategist, psychologist, and innovation expert Dr. Max McKeown. As the author of The Strategy Book, SuperAdaptability, and several other bestsellers, Max brings a uniquely creative lens to the world of strategic thinking — blending research, live visual art, and a deep appreciation for paradox. Together, Rich and Max explore what strategy really is, how imagination fuels innovation, and why developing a rhythm to your strategic work is essential in today's ever-changing world. With insight, humor, and sharp metaphors, this episode offers a powerful reframing of how leaders can shape the future. If you're looking to reconnect with the why behind your strategy — and equip yourself with creative tools to thrive — this episode is for you.
Dr. Shannon Flumerfelt, Founder of Charactership Lean Consulting and Endowed Professor of Lean at Oakland University, joined host Jamie Flinchbaugh to discuss her systematic approach to coaching leaders through difficult situations and complex problem-solving challenges. Dr. Flumerfelt shared her framework for handling difficult coaching situations, which begins with understanding whether the challenge stems from external factors or internal issues. She explains that external problems—such as skill gaps or training needs—are often easier to address through coaching and mentoring. However, internal challenges require a deeper analysis using what she calls the "head, heart, and hands" approach: examining a person's knowledge, disposition, and actual capabilities. When faced with complex situations, Dr. Flumerfelt advocates for creating an Ishikawa diagram to break down all contributing factors. She emphasizes the power of co-creating these visual tools with clients, noting that self-reflection becomes most powerful when people can see their challenges mapped out concretely. This approach helps remove emotional drama from the situation and enables more logical, analytical thinking while still respecting people's feelings and perspectives. Regarding prioritization when multiple problems exist, she stresses that the approach must be organic and context-dependent, true to lean principles. She suggests several methods for determining where to start: ensuring strategic alignment with organizational goals through Hoshin Kanri planning, conducting quality function deployment analysis to understand customer requirements, or using Pareto analysis to tackle the most significant causes first. However, she cautions that sometimes the biggest problems are beyond an individual's scope of influence, requiring a more realistic assessment of what can be accomplished. Dr. Flumerfelt also recommends using interrelationship diagrams to identify which issues have the most connections to other problems, as addressing these can create the greatest ripple effect of positive change. The key is understanding your level of power, influence, and authority within the organization and working within those realistic boundaries. When discussing how to tap into people's intuition alongside analytical tools, she acknowledges that lean thinking often appears heavily engineering-focused and black-and-white. However, she emphasizes that successful lean implementation requires understanding the complete framework of lean thinking, not just selecting individual tools. She advocates for using personality assessments like Myers-Briggs to understand team members' strengths and whether they tend toward intuitive or logical approaches. She highlights the concept of social capital as a competitive advantage, referencing Michael Porter's work. She believes organizations drastically underutilize their human potential, comparing it to how individuals only use a small percentage of their brain capacity. When you multiply underutilized brains across an entire organization, the untapped potential becomes enormous. This perspective drives her approach to individualizing and customizing development for each person, recognizing that people aren't robots and have unique strengths and weaknesses that deserve respect. Throughout the conversation, the importance of visual management tools and moving beyond just thinking or journaling to drawing out and visualizing problems and solutions was emphasized. This structured approach helps transform messy, complex situations into manageable challenges that can be systematically addressed. For those interested in experiencing her approach firsthand, Dr. Flumerfelt offers consulting services through Charactership Lean Consulting and teaches in Oakland University's graduate Lean Leadership program—a rare opportunity in higher education. To learn more about Dr. Flumerfelt's work, visit charactershiplean.org or connect with her on LinkedIn
A version of this essay was published by rediff.com at https://www.rediff.com/news/column/rajeev-srinivasan-us-farm-distress-real-reason-for-trumps-tariff-tantrums/20250916.htmThere is breaking news that the trade talks between the US and India are on again. This means I was probably right that the harrumphing by President Trump and company was an opening gambit meant to soften India up for a deal that was beneficial to the US.The whole “India is funding Russia's war effort by buying oil” meme sounded like a red herring right from the beginning, because of the very many reasons why it is not true. Now the real underlying reason behind the full-court press by Trump aides Navarro et al seems to have surfaced: it is to strong-arm India into rescuing the American farmer.It was an off-hand comment by an aide that gave away the farm (so to speak): US Commerce Secretary Lutnick's assertion that India does not buy any corn from the US, in a September 14th interview to a US TV channel called Axios. Now this puts a whole new spin on things, because there is a crisis in US farming. No nation can afford to hurt its farmers, for both commercial, and perhaps more importantly, social and cultural reasons. We have seen how Japan subsidizes its uncompetitive rice farmers because rice is so central to its traditional culture. We have seen (at least in the days when I still used to read the magazine) the Economist commenting on “wine lakes” and “butter mountains”, that is, excessive production of agricultural products in Europe. Much the same in the US.If you over-produce, you need to find a buyer. That is the crux of the matter right now: the US used to sell 24 million metric tons of soyabeans, for example, to China every year, but after the tariff threats against it, China entirely switched its purchases to Brazil. So there's a “soy mountain” in the US, and bankruptcies are mounting. This is serious. On the one hand, the US has lost its pre-eminence in industry to China through foolishly allowing the slipping away of its entire productive capacity to that country in the pursuit of the elusive “China price”. Now, it is on the brink of losing its pre-eminence in agriculture as well, and that can lead to the loss of food security, and a host of other, surprisingly large, side-effects. I summarized the whole problem in a tweet:It is indeed a systemic problem with many unintended consequences. On farm distress, there are several indicators: increased bankruptcies and farm liquidations/auctions, reduced farm loan repayment rates, and lower values for farmland, although farm profits have gone up temporarily because of US Department of Agriculture ad-hoc aid, not higher prices.There are several reasons for this collapse: but the biggest is buyer power. Because of over-production and global surpluses, prices have fallen for many crops; and as mentioned above, the wholesale move of Chinese demand away from the US has left overflowing silos with no prospect of sales in sight. Result: prices fall sharply.I have often felt that buyer power (one of Michael Porter's famed “Five Forces”) is underestimated by many. Here it is in action. India seems to not understand that it is a big buyer of many commodities, and that gives it market power; so exercise it. On the contrary, India seems to view itself as a supplicant to big sellers. Not quite.What the US appears to be doing is to force India to be “the buyer of last resort”, on whom their products can be dumped: after all, I suspect the idea is, 1.4 billion people have to eat something, so why not eat American corn? There's a certain perverse logic to this, especially if you remember the PL-480 days when American corn was indeed an emergency food supply to food-deficit India: cornflour is to this day called “American mav” in Kerala. But I am pretty sure Lutnick has no idea of all this.What is exercising the Trump lot is the fact that most of the farms are in solidly-Republican midwestern states (Illinois, Indiana, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin). I remember driving through many of them on a 4,000-mile Boston-San Francisco road trip: there's nothing but cornfields for miles and miles. And they could be a disaster for Trump in the mid-term elections in 2026.Conversely, it does not occur to Trump aides that no Indian politician can afford to alienate his small farmers by bringing in American farm products, not to mention the cultural sensitivity to dairy products from er… non-veg cows. In an India that is largely self-sufficient in foodgrains these days, there is very little benefit in buying large quantities of foreign products. As an example, imports of oilseeds from ASEAN has decimated coconut farmers in Kerala.The Iowa governor has been in India twice, once in late 2024, and once just last weekend, trying to induce Indians to buy corn. Similarly, the governor of Nebraska was in Japan this month trying to sell them ethanol from corn. This is interesting: I wonder if the sudden enthusiasm in India for E20 ethanol blended petrol has something to do with US pressure.I am not a fan of ethanol blended petrol, because I think hybrid electric-petrol vehicles are a safer, better-tested alternative. But if the GoI is intent on E20, it may be better to buy corn ethanol from the US than to over-exploit water resources in India to grow sugarcane for the same. And maybe, just maybe, it will get Trump to back off from the shrill tariff cacophony.But to go back to my tweet above, there are a lot of other reasons for India to be wary of American farm products. The gigantic subsidies in the US Farm Bill (of the order of $20 billion a year) encourages farmers to over-produce (corn mountains for example). This ends up being converted to High-Fructose Corn Syrup, which is then added to virtually every food product: just read the labels in US supermarkets.I personally have seen the obesity epidemic in the US from the 1970s: people have become grossly fat, and diabetes levels, especially in inner-city ghettos of black and brown people, have gone through the roof as a result of all this sugar. #BigFood, that is all the packaged-food companies and fast-food companies, have engendered this transition, partly because of grossly manipulated "scientific" studies that blamed saturated fat and cholesterol.The culprit, it turns out, was always excessive sugar in the diet. But in the meantime #BigMedicine and #BigPharma took full advantage by selling statins as cholesterol-lowering drugs, and now the new panacea is Ozempic-class weight-loss drugs. However, objective studies show that despite the US spending enormous amounts on healthcare (about 20% of GDP), the health outcomes are mediocre, and often worse than other high-income countries.None of this makes it a good idea to import US farm products wholesale. What is worse, though, is the agricultural ecosystem which includes Genetically Modified Organisms. It depends on large-scale use of chemical fertilizers and pesticides. The Terminator Seed is terrifying: a Monsanto can turn off next year's crop by refusing to sell new seeds, which is literally the “kill switch”. What you harvested this year will not germinate! Fiendishly clever, indeed!Given all this, and despite the critical importance of agri-products in both US politics and economics, it is a bad idea for India to be bullied into taking the stuff on board. India would be buying new problems, and its native intellectual property is what needs to be husbanded.There has already been tremendous erosion or digestion without recompense of these valuable IPs. A lot of traditional Indian rice variants have been spirited away to the International Rice Research Institute in the Philippines; similarly A2 zebu, humped Indian cattle, have been decimated in India by Amul and others importing A1 Jersey-type cattle. Ironically zebu breeds like Bramah are thriving in Texas, Brazil etc. No need to let IP loss happen again.It remains my belief that agricultural and dairy products are a red line for India that no Indian politician can cross. Sorry, Secretary Lutnick.Here is the AI-generated Malayalam podcast from notebookLM.google.com:1375 words, 15 Sept 2025 updated 16 Sept 2025 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com/subscribe
Could 50% of the Fortune 500 vanish within eight years? In episode 169 of Manage Self, Lead Others video podcast, Dan Silberberg, master strategist for large enterprises, and with a storied CEO career, shares how Richard Koch's Star Principle 2.0 redefines market dominance and the shift from static enterprises to uncopyable ecosystems. Experience each episode in a whole new way and watch every video version on our YouTube channel HERE Subscribe now to be the first to catch our next release. Soundbites [02:29] Introduction to Richard Koch's The Star Principle and 80 / 20 Principle [02:52] Michael Porter's Five Forces model [06:24] How substitutes impact star businesses [06:59] Market shifts and changing consumer preferences [08:22] From company to ecosystem thinking [08:49] Predictions for Fortune 500 disruption and role of ecosystems [09:52] Service businesses enabling ecosystems [10:10] Adaptive intelligence and rapid market innovation [11:24] Cash cow stage and innovation timing [12:12] Agile innovation alongside existing cash cows [12:54] Static vs. exponential growth markets [15:26] Embedding innovation as standard operating practice [15:41] Shift from enterprise focus to customer-driven strategies [16:47] Key actions for using metrics effectively [17:07] Speed of reacting to data as competitive advantage [17:44] Building network platforms instead of static enterprises [19:27] Preview of “The Uncopyable Enterprise” eBook [20:14] Lessons from Buckminster Fuller [21:07] How to connect and work with Dan Silberberg CONTACT DAN SILBERBERG Website: https://entelechy.ai/ LinkedIn: https://www.linkedin.com/in/dansilberberg/ ABOUT PODCAST HOST, NINA SUNDAY Nina Sunday's latest book, ‘'Manage Self, Lead Others: Constructive Conversations, True Self-Leadership, and Culture You Can't Fake'' now on Amazon - paperback or kindle. Amazon USA https://a.co/d/3WaplI9 Amazon Australia https://amzn.asia/d/0KwghaM You can read any Kindle eBook on your PC, laptop or phone; you don't need a Kindle device. Feel free to leave a review so others know it's a good read. === To learn more about face-to-face training programs with Nina Sunday or one of her experienced Facilitators from Brainpower Training Pty Ltd in Australia Pacific, visit: https://www.brainpowertraining.com.au/signature-programs/ === To visit Nina Sunday's speaker site for conference speaking, Australia and globally, visit: https://www.ninasunday.com/ === Connect with Nina Sunday on LinkedIn HERE === To subscribe to Nina Sunday's blog go to https://www.brainpowertraining.com.au/ and scroll to bottom of the page to register. Learn more about your ad choices. Visit megaphone.fm/adchoices
Discover how Andy Novins turns business challenges into big wins! Andy shares with host Andrew Stotz how he uses Deming strategies to outsmart competitors, watch for market shifts, and win loyal clients in one of the toughest industries around. TRANSCRIPT Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest Andy Novins. Andy, are you ready to join and share your Deming journey? Andy Novins: I sure am. Yep. Andrew Stotz: We've done a lot of prep for this, had some good conversations, and I'm looking forward to it. Let me introduce you to the audience. Andy first got introduced to the teachings of Dr. Deming more than 30 years ago and has been hooked ever since. He attended Dr. Deming's four-day seminar in August of 1993, only four months before the passing of Dr. Deming on December 20th of 1993 at the age of 93. Andy was a co-owner of a women's athletic apparel company, which was eventually purchased by Warren Buffett's Berkshire Hathaway. For the past 23 years, he's been applying Dr. Deming's philosophy to his work in real estate, which traditionally has operated in what could be described as in opposition to the teachings of Dr. Deming. Andy, why don't you tell us a little bit about what you're doing right now and maybe a little bit about how you got into what you're doing now, and then later we're going to talk a little bit about your experience with Dr. Deming and all that. But just let us know, where are you at? What are you doing? Andy Novins: Okay. Well, I am in Northern Virginia, just outside Washington, D.C., and after my partners and I sold the company that Andrew just referred to, I had to decide what I was going to do. And I had about six months to do that because part of the contract required me to help the purchaser, which originally was Russell Corporation, a big athletic, they made all the Major League Baseball uniforms and everything. We had to transfer my company's systems to their systems, and that was one of the worst six months of my career, watching everything we had done, which was really all Deming-based, being sort of dismantled and worked into another Fortune 500 company at the time. It was, somewhat, actually it was a few years later that Berkshire Hathaway bought it, and it was because Russell was not doing very well. It was a rescue-type purchase by Berkshire Hathaway, which sort of had some satisfaction in mind that their systems weren't all that good. So that's where I got into Deming, and I've taken a lot of what I learned from the apparel company into real estate, which, as Andrew just mentioned, is very volume-centric, volume-focused, and focusing on processes as opposed to systems. Andrew Stotz: And in the real estate world, for those people that don't know, let's say real estate, what position are you in? For instance, my sister is a mortgage broker in Maine, and that's a different place within the whole sphere of it, but maybe you can explain exactly where you are in the value chain. Andy Novins: Okay. We focus on residential real estate. What we call in real estate farm, okay? I send out 5,000 newsletters a month that show to eight different areas, really, but they're all within, believe it or not, two miles of my house. And those news, I've been doing that for over 20 years. I've never made a cold call. I will never call anybody and say, are you thinking of selling or anything like that. Yet, using this process, which is all really Deming-based, I've done about 10 times the volume of any other realtor in the 5,000 homes that I service. It's the process... I don't want to use process. The system we used is based on Michael Porter, his concept of competitive advantage. And it's a system that's focused on a value chain, things that we do that other people can't do. For example, there are close to 300 sales a year in my 5,000 home market. I see every one of them. And when you see a house that's on the market, you know a lot more than anybody else does by looking at pictures. If you've ever been to an open house and after seeing it on the internet, it's a lot different than what you saw in the pictures. No other agent can do that because most agents in my area focus on Northern Virginia, which would be about 20,000 transactions a year, not 300. So they can't even try to compete with me in my area. So that's the whole concept of it is doing things. As Michael Porter would say, you have a value proposition. That's my expertise in my local area. Andrew Stotz: Porter talks about different strategies. One, he says, is the low-cost leader. Another is the differentiation. And the third one he talks about is focus and where you're focused on a niche in the market. And then I guess I always kind of think that really he's talking about two, because with focus, you're picking a niche, but then you're going to either be a low-cost leader or probably a differentiator in that focused area. But when you talk about Porter and what he's teaching, can you explain a little bit more for those people that don't know what he talked about? Andy Novins: Sure. Yes. Basically, yes. I mean, I'll never forget. My partner and I were at a breakfast, realtor breakfast at one point, and there was an agent sitting across the table from us and he said, I just got this listing. And he said, but I had to go down to 1%. And he's, you know, for commission. And at that time, commissions were pretty much 3%. And he kind of looked at us and said, that's better than nothing, right? And that's the low-cost. Low-cost producers will never win. It'll always be somebody else. And Porter says, you can't be the best either. Okay. There's no such thing as the best realtor. There's always going to be somebody else. So the concept for real estate is picking a niche, that for me, it was farming. I'm a pretty good writer. So I write a newsletter, and people call me when they're ready to sell their house. And it's worked beautifully for... I started that in 2003. Okay. But there's people that focus on luxury, the luxury market or people that focus on first time buyers, or people that focus on... There's all kinds of different niches downsizing or upsizing. And so you can become an expert in anything. And that's how you differentiate yourself in real estate. Andrew Stotz: And that concept of not competing to be best that Porter talks about is great because it also forces you to think. You're focused on the wrong thing if you're focusing on how to beat the competitor. And I always enjoyed the fact that Deming was so focused on the customer. Andy Novins: Yes. Andrew Stotz: And that, I think with Porter, I like that. But with Deming, I just really love the idea that he saw quality in the eyes of the customer. He saw innovation and continuous improvement in relation to the customer as primary over trying to benchmark off of some competitor. Andy Novins: Exactly. And if I go back to my apparel business, the name of our company was Moving Comfort, and we just made women's apparel. Nobody else ever stuck to just that. We were the only company. Just, everybody broadened out to try to get more. So again, it's the same concept of a niche. Okay. But one of the policies, I guess, we've developed, it was a Deming related policy, which was fun, okay, was when we made a mistake, which we often did, whether we shipped somebody the wrong thing or we did other things, our objective was to make the, delight the customer, as he would say, make them happy we made the mistake. And that didn't matter what that cost to do that, sending them free stuff, doing whatever. And I think that's a Deming concept that we used in the apparel business aside from many, many others. Back to real estate, that's, I don't know anybody else in the Washington area that does what we do, because nobody's willing, that's the so-called trade-offs. Nobody's willing to say, I'm just going to focus on 5,000 houses. Andrew Stotz: Yeah. It's scary. Andy Novins: They can pick whatever they get. Andrew Stotz: Yep. Yep. And maybe why don't we now go back to August of 1993. How did you find yourself in a four-day seminar? And I'm kind of jealous because what... My seminars I went to in '90 and '92 were two-day seminars. Andy Novins: Really? Okay. Andrew Stotz: And I had thought that he... I had thought by that time, maybe he was only doing two days, but then I learned that he was still doing four days. But what got you to that seminar? Where was it, and what got you there? Andy Novins: Okay, I was going on vacation. Okay, this was in 1990. We were going to go to Cancun. And there's this, I guess they're still around, but there was a bookstore in DC on K Street called Reiter's. And it was all business and science. And I used to go there because pre-Amazon or anything like that. I think it was even pre-Borders. But I used to go there and spend an afternoon looking at books. And I found Out of the Crisis. And I brought it home and I said to my wife, by perusing through it, I didn't know anything about Deming at that point. But perusing through it, it just struck me as something I really wanted to read. And I went home and I said, I'm taking this book to Cancun, and I'm going to sit on the beach and read it. Well, I actually didn't read it till got home. But I got completely enthralled with it. Andy Novins: And being in suburban DC, we're like eight miles from the White House. The Deming Study Group was very active in DC. Dr. Deming lived in DC. And there were just a lot of very well-known, famous speakers that would be part of our group, including Deming at one point, but I wasn't. But I think it was before I joined the group. So I read the book, joined the group, and after about three years, I had heard enough about the seminar that I wanted to go. And I went to that in Chicago. It was the first or second week of August of '93. And one of the things that I never really understood that Dr. Deming would say a lot was talking about being transformed, or the transformation that you get when you're studying his philosophies. And I always kind of said, well, that's not going to happen to me. It just was foreign to me. That third day of the seminar, I was transformed. I don't know how to describe it, but ever since then, I look at the world through his eyes and see things and think in systems and variability. And you get all that when you first get exposed to them, but you're not transformed. Somehow it all comes together. I couldn't describe it, I never thought it was, but that happened during that seminar. Andrew Stotz: And what Dr. Deming talked about was the idea is that the person who's leading the organization has got to go through a transformation in order to truly implement this. Andy Novins: Exactly. Andrew Stotz: What was it like there? How many people were in the room? And what was your... You walked in knowing a bit. I walked in knowing nothing, basically. And it was just like, whoa. But I'm just curious, what were your first impressions? For those people that have never and never will have a chance to go in, give us a feeling about how it went. Andy Novins: I don't know if I mentioned it was in Chicago. Andrew Stotz: Yep. Andy Novins: Okay. Which is a great city, and it was in the summer, which is often hot. But I was amazed because at that point, and I may be wrong, but I think it cost $1,000 to go. Okay. And he had 500, and I'm pretty sure that's about what it cost. And do you remember what yours was? Andrew Stotz: Mine was about 500 people, for sure. I didn't pay for it, so Pepsi paid for it but I would think it was even more than that. But who knows? But maybe mine was a two-day, so it was less, I don't know. Andy Novins: But it was 500 people. That's what I remember, because being a numbers person, I translate that to 500,000 for the four days. And so that kind of stuck in my mind. And he did a lot of them. And one of the things, too, that he did a lot of them, and I think, geez, he's making a lot of money doing this. He lived in a little tiny house on a street in Washington, and he worked in the basement. One of the things that happened to me after that, again, with the Deming Study Group, was his son-in-law, Bill Ratcliff, okay? Somewhere shortly after the four-day seminar, he called me and he said, I'm getting a lot of feedback, you guys at Moving Comfort are doing a lot of using Deming's theories and everything. Could I come and visit the company and you show me what you're doing? And I said, sure. I mean, any more exposure to any of the people interested in Deming at that point was fascinating to me. And so he came and he spent a good part of the day at the company. And then I'm not even sure if at the time I knew that he was Deming's son-in-law, but then we went out, his wife was Linda Deming Ratcliff, okay? And so he and Linda and my wife went out to dinner a couple of times after that. And it was fascinating to hear both of their stories about Dr. Deming. What I remember is Bill would say, we used to go over there on Sunday mornings and read the newspaper, and Dr. Deming would be down in the basement working. And he'd come up periodically and say, how are you doing, Bill? In his voice, and then go back down and work. And he constantly was focused on his work. And so those relationships just tied me into Deming forever, especially after the four-day seminar. Andrew Stotz: Yeah. I think it was a discussion with Bill Scherkenbach when I asked him about what it was like in the basement. And Bill was telling me, I don't think we got this recorded, but Bill was telling me that somebody asked him why you have all of this stuff around you and in your office. And he said, I'm desperate. I'm absolutely desperate. And with the idea that he was on such a mission. And I just feel like when I went to the seminar, the first one was in Washington, and then the second one was in Los Angeles. I didn't know how significant he would be in my life at the time, and I didn't understand the transformation I was going through. But what I did later really come to understand is that he inspired me to have a mission. And like, why am I doing what I'm doing? It's one thing for all of us to be busy, working really hard, doing all kinds of stuff and bringing value to our clients. But for what? What's the mission? And was a huge, that's a much bigger takeaway for me now than it was then. But what I witnessed was this man who is very old, just conveying an incredible message. So, yeah. Andy Novins: Yeah, it was, and he was... Well, DemingNEXT, if anybody is involved in that and can see a lot of the videos with Dr. Deming, especially during the years that I was interested in watching and everything else, he just had a unique way of presentation, but he did have a sense of humor. And it was a dry sense of humor, I guess, maybe going with his dry martinis. Andrew Stotz: Yeah, tell us that story about Deming Martini. Andy Novins: Yes. As one of the sessions at the four-day seminar ended, apparently this Deming Martini is famous or was pretty well-known at that point. So he described how he loved martinis and he acted out the process of making one. And again, he's 93 and just you could tell this is just part of his life he loved. And he, so he kept his vermouth in the freezer, okay? And it was, and so he demonstrated how he poured the gin, and then he acted out like he went into the refrigerator freezer and took out the vermouth. And then he would not open the bottle, but he would wave the bottle around the glass and then he'd put it back in the freezer, and he'd say, this is the best martini you can make. And he had a lot of stories that added a lot of spice to it. Andrew Stotz: So when you left that seminar, what changed in the way that you were operating? And obviously you had already had awareness of the teachings, but did that inspire you to go to a different level or what did it cause? Andy Novins: Yes, and I'm not sure at what point the so-called transformation took place in the four-day seminar. You knew that that's how you were going to think for the rest of your life. That wasn't, you were going to think in systems and variation and predicting from the system and all those things. But so I can't really remember what years we did it, but as an apparel, our company basically, we designed, manufactured through separate factories and sold women's athletic apparel to specially sporting goods stores around the country. Nordstrom's was a client, one of the bigger ones, L.L. Bean and those kinds of things. And so one of the things we implemented that was really a Deming concept was improving our shipping, the picking process, which is filling an order. And we automated that with a carousel, which brought the product right to the picker, the warehouse person, and barcodes and scanned the order, and it brought the thing right to them. It incredibly reduced our error rate in shipping. And at the time, this would have been like 19, this was '91 or somewhere early on that. And at the time, we were way ahead of other companies. Andy Novins: Even Nike, they would get an order, they'd walk around and pick their orders. And so that was a Deming-inspired process or way of improving our system. With apparel and you're designing 100 different styles or sizes and styles and everything else, the design development group, the functional silos that, I don't know if Dr. Deming used that term, but the system that every department has to hand off is working for the next department. In apparel, it's really complicated. And that was the biggest Deming issue we would focus on. It never went away. You really had to always, because our designers would put bells and whistles into a garment. We were very high-end and it either wasn't practical price-wise or it wasn't practical in the factory or we didn't have a good source for where we were going to put it, where, what factory we were going to put it in, that type of thing. So that's where really the Caribbean Basin Trade Initiative at that point came out. That's where we had factory, up until about 1990, all our production was in the United States. Andy Novins: After that, it got too expensive, labor, sewing labor in the United States. That's when most companies started going offshore. We did a lot in the Caribbean. And when you're manufacturing apparel, back at the beginning, you would ship, we would buy the fabric and we would ship it to the Caribbean factory that we were using and they would sew it, and put it together. And then trade agreements came out where the factories could buy the material. And essentially, instead of they being just a sewer, they would be making a finished product for us. That had huge implications on simplifying the system and transferring responsibility to the people that really needed it. But now maybe I'm getting too much into apparel, but...they haven't been doing it for 23 years. Andrew Stotz: So let's talk about what you're doing about your application of Dr. Deming's teaching in real estate. And I know you've also brought something along to share and go through, but maybe you can just talk a little bit about how you're applying that in the real estate business. Andy Novins: Yeah, and that's the control chart concept. And all real estate statistics are lagging indicators, whether we're talking median prices or active listings, or I guess active listings are the only one that's not a lagging indicator, but almost virtually every month's supply of inventory, all those things are lagging indicators. So they tell us as realtors what happened. And in my market here, it bottomed out after the 2008 recession in March of 2009. And until this year, it's gone straight up for 16 years. So most realtors, virtually no realtors... Well, most realtors haven't experienced a shift in the market, which is what we're going through now, where the market goes from being a buyer's or seller's market for all those years. And I'm talking about a strong seller's market. A seller's market is defined by the National Association of Realtors as any market where the months' supply is less than six months. And our supply was hovering around two to three weeks. And it's now almost two months, but the market has shifted and it's incredible how many people don't realize that. Andy Novins: Everybody knows there's something going on, but the media takes care of that. But all the statistics we get are, again, median prices are still very high, okay? But using control charts, you can plot, for example, a couple of months of live inventory. That started going down in April, okay? I mean, that went out of the control limits in April, okay? That's telling us that something's happened. It tells us directly that the market shifted, okay? The other thing that I watch is price drops, okay? How many price drops? That went out of the control limits in, I think, June, they started out, okay? And we're looking at that weekly, and that's showing us every week, the number of price, it's so far out of the control limit right now, it's amazing. There's no... You can't... You can look at price drops, and you can look at months' supply on a graph, okay? But it doesn't tell you that the system's now out of control. But control charts do tell you that, so... Andrew Stotz: Should we look at your control chart? Maybe that's a good time to do that. Andy Novins: Sure, yeah. And before we do that, one of the things in real estate is seasonality, okay? And that hides a lot of problems because prices go up in the spring, down in the summer, down in the fall, up a little bit, then down. But let me bring those up and talk about them. Okay, you can see this? Andrew Stotz: Yep, and for the listeners out there, I'll just describe. You've got a line chart up here, and a line that's going up and down, and then recently is going up a lot. And it starts in July of 2023, and it goes to June of 2025. And so why don't you take that away and help us understand what you've got here? Andy Novins: Okay. So the control limits, the upper and lower control limit are the red lines on this. And going back to July of '23, everything was stable. And if we went back long before that, it would also have been stable. Andrew Stotz: Yeah, and by the way, just to make it clear, it's monthly supply, or month supply, sorry, of housing. Andy Novins: I'm sorry. Andrew Stotz: Can you explain what it means, month supply? Andy Novins: Yeah, month supply is the number of active listings at the end of a month divided by the average monthly sales for 12 months, the 12-month average. So it's basically saying if you've got 10 active listings and the average is two a month, that you've got a five-month supply of listings. Okay? Andrew Stotz: And the average on this is one month supply. Andy Novins: The average, right. And you can see where during the pandemic, we've had times where it went down to just a number of weeks, which is pretty incredible, but that's our market. So again, this chart is telling us that... Well, there's another thing, other ways that Dr. Deming would look at this. We've got several months where it's going, the month supply is just going up. So starting in December '24, you can see that the supply keeps going up. And then it went out and broke the upper control limit. So what he would say in this, looking at this chart is that up until really of March 2025, the system was in control, it was predictable, okay? And then starting in March or April 2025, it was out of control, it was not a stable market, and the market is a system. Andrew Stotz: And it went up above the upper control limit of 1.6 roughly or 1.55. And now the highest it went up in May was about one point, almost, yeah, 1.8. Andy Novins: 1.8, okay. And so Dr. Deming would say that number one, it's a shift in the market, number two, the market is no longer predictable. Okay? Clients don't like to hear that, but using these charts and explaining it to them, they do understand it. And in real estate, one of the most important things when markets are changing, or always actually for that matter, is managing client expectations, okay? And using Deming's theories and control charts, it makes it... And I'll get into that a little bit more in a minute, but managing their expectations becomes more of a science than scripts, which is what... Andrew Stotz: One of the things I learned from Dr. Deming was be skeptical of data, and I know I've spent my career as a financial analyst manipulating tons of data. And every time I see something out of control like we see here, the first question I ask is, is there an error in the data? And then the next question is, okay, so what's going on out there that the chart is one thing, but can you just talk briefly about what's going on? What do you think is behind this? What's causing it? What is that shift that you're seeing? Andy Novins: Well, if you were asking me this in 2008, I could have told you. The irresponsible lending and all kinds of other things. Today, the market is in our market more than others is impacted by uncertainty. Okay. Uncertainty surrounding the impact of tariffs. Okay. But especially in our area, the impact on federal workers job security. Okay. In our area, which is an expensive area, almost any couple that is buying a house is buying it on two incomes. And if one of those, one of the members of the couple is, works for the federal government or is a government or works for a government contractor or is affected by any, in any company that may be impacted by government cutbacks, they're not buying a house right now. They're waiting. So they don't want to buy on one income. And so they pulled out of the market. And that's, that's the biggest reason for the increase in the supply. The other is, people do want to move. People want to downsize and upsize. Well, most people have a 3% interest rate or better or slightly around there. So with the impact of low, you know, of rising interest rates and everything else, there's people that want to downsize. And if they move, they'd be paying more for their smaller house than they were for their house they're staying in. So they stay. Andrew Stotz: What are, what are mortgage rates right now? Roughly. Andy Novins: That's 675, 6.75. 30 year. But what's interesting on that, and I haven't done it, but it would be an interesting exercise is when I began my career as a CPA in New York, I moved down here in 1982 to be part of the company that I talked about before, the apparel company. I, when I said to her, when I had that opportunity, I said to my wife, what do you think about moving down to Washington? We lived in Westchester County, New York, and she said, well, sure, but, and at that point, I was treasurer of a bank in the New York metropolitan area, and she was willing to take the risk. It was a risky move, but she said not, but not, we can't sell our house. We have an eight and a half percent mortgage. We'll rent it, and if it doesn't work in Washington, we can always come back to it. So that eight and a half percent mortgage back in '82 was not something you got rid of, and people don't realize that the average mortgage rate in the past 50 years is eight percent. So at 6.75, it's not that bad, but it's relative to the three percent interest rates we had. It's making it tough for people to move. Andrew Stotz: So just talking now, I just want to wrap up on the chart by saying, so once you use, you're demonstrating using a control chart in the industry of real estate, and you're discussing the fact that right now, you've got three points that have breaking out of the upper control limit, which now tells us, as you said, it's unpredictable at this point. What else, what do you take from that, and how does that drive your actions when you see this chart? How does that impact you, and in other words, how are you applying Deming's teachings once you've now done this? Andy Novins: Great question. When you price a house to sell it, you use what we call comparable sales. When a market is going up or stable, comparable sales are a good indication of what you're probably going to price it at if it's going to go on the market soon. What realtors do is what we call a comparative market analysis, and that's comparing at least three homes to their home. There's all different ways of doing that, which is part of a Deming system too. But when you go to somebody and say, well, we got these three homes and they sold it at 800, but if you're going to put your house on the market next month, we're probably looking more like at 750. And most people would say, well, I'm not going to use that guy. This other realtor says 800 is the way to go. And using the control chart showing that the market has shifted and that those comps are no longer valid is one of the most valuable uses of control charts in real estate because, again, it's evidence that the comps aren't valid anymore. Andy Novins: The other thing is comps represent, even if it closed yesterday, it went under contract a month ago. So the comps are just not necessarily good if the market is shifting, and this is pretty powerful evidence to a potential client that pricing is really important and you can't just use past comps. I'll go to the next chart, which is price drops. And this is something, again, our market really just shifted recently, so this is something I'm actually doing actively right now looking at. But you can see that this is weekly price drops. Okay, it started off monthly because I can't go back and get that data. But if I go back to a stable year, last year is the base. You can see that price drops were pretty stable process in the pricing system. They were... Andrew Stotz: So what does that mean? Just so we understand, let's say the average is 25% projected monthly price drop. What does that actually mean? Andy Novins: That's saying that every month that of the active listings on the market, 25% of them are reducing their price. That month. Andrew Stotz: So in other words, 75% are either keeping it the same or raising it. Andy Novins: Say that. Yes, right. Andrew Stotz: The opposite of that. Okay. Andy Novins: Right. And that's each month. That doesn't mean somebody didn't lower their price on that same house the month before. But it's registering the number of drops that homes on the market are doing. Andrew Stotz: And that would mean it's like a pretty good seller's market again when only a quarter of listings need to drop their price in order to get the sale. Andy Novins: Yes, exactly. Yep. Exactly. And you can see this... Andrew Stotz: And let's just talk about the January 2024 to December of 2024. So for the year of 2024, what's your observation of the data? Andy Novins: It was stable. It's not a change in the market. Andrew Stotz: Yep. Okay. Normal variation. Andy Novins: Yeah, normal variation. Okay. But when it starts to go up like it has, and it's even worse because what I'm using is an average for these weeks. The next week starting tomorrow will have the four-week average. They're actually quite a bit higher, the last two, than what they show here because they were averaged down. But when you see rampant price dropping, that's out of control, so to speak. Andrew Stotz: Right. So it's gone from a mean of 25 up to 60-plus percent of monthly price drop. I'm just curious. It says on your y-axis, it says projected monthly price drop. Does that mean somebody's making some estimate on that, or what does that mean? Andy Novins: That's because right now I'm doing it by the week. Andrew Stotz: Okay. Ah, okay. Andy Novins: Okay. And I'm averaging the week. And then when I get the month, it'll be like the earlier ones. Andrew Stotz: So the most recent ones are the projected, and the other ones are the actual month. Andy Novins: Yeah. Andrew Stotz: Okay. Andy Novins: And right, I'm using, I'm multiplying them times four the week. So it's right now I'm projecting what July will be, basically, the total, but it'll be up around 60%. Andrew Stotz: And this chart corroborates the conclusions that you made in the prior chart, or are there any other additional... Andy Novins: Yeah. And the month supply chart is more of a leading indicator of a market shift, because this is the reaction of sellers and realtors to a market they didn't anticipate properly. And so this is a much more now type of thing. And again, if I go back to a client and say, you know, all the comps are 800, but we're going to recommend 750, this is pretty convincing evidence that basically almost everybody in the market is reducing their prices. Andrew Stotz: Yeah. Andy Novins: And in a falling market, the worst thing you can do is chase the prices, chase it down. Andrew Stotz: Yeah. And what this doesn't show, it shows that 60% are dropping their price. It doesn't show what the remaining 40% are. And that composition of that could just be, there could be no price increases. We don't know from this data whether that's holding the price the same or increasing it. Andy Novins: Right. But it doesn't mean that there aren't homes in those active listings that didn't reduce their price, that reduced their price. They may have reduced their price last month. Okay. So it's really just showing the panic that's out there. Andrew Stotz: Okay. Got it. Andy Novins: But it's a great leading indicator from that standpoint. Andrew Stotz: Okay. So two charts that show us the application of control charts and Deming's teachings there in real estate and making a note of the fact that these are now out of control. Interesting. Andy Novins: Yes. And again, the most important thing you can do, I think, in real estate is accurately manage your client's expectations. Yeah. Because, and I'm going to back up for a second, that's another real benefit of having a niche practice. And again, like the competitive advantage Michael Porter concept. And for me, writing a newsletter, which gives them what we hope to be useful information for the 5,000 homes that get it. When they're ready to sell, again, I don't call them, they call me. And they call me because they trust me. They believe I know what I'm doing. And so part of a system that would be outside of what Dr. Deming talked about, but part of the system is your clients, the quality of your system is going to depend on the quality of your clients. And so having a niche, again, what I'm doing in terms of that so-called farming and the newsletter is I'm attracting clients that will trust me. Okay. That's so much a Deming concept in terms of the overall system and how it affects it. We see all the time when buyers that are buying one of our listings and they have all these problems and the other real estate agents, their buyer's agent says, I know they're crazy. I can't wait till this is over because their buyer clients aren't listening to them and they're asking for unreasonable things or whatever. So a critical part of the system in real estate is getting clients that will listen to you because theoretically we know what we're doing. Andrew Stotz: And if we look at this chart, one of the things that some people may ask is what about forecasts? And I know I spent my career as a financial analyst in the stock market forecasting earnings. And then when I worked on my PhD for my dissertation, I decided to calculate the accuracy of analysts in earnings forecasts. And as I said, the title of my dissertation was analysts were only 25% wrong. And in other words, here is the highest qualified people to forecast the earnings of these companies and they get it wrong by 25% on average. And so for those people that say, well, what about your forecast and all that? I always say, I live on the cutting edge of history. Don't try to go too far out in the future. Just make sure you understand. And that's where this chart shows July 19th to July 25th that you could say that's pretty much, and if you get the data out the next day, that's the cutting edge of history. Andy Novins: Yeah, yeah, exactly. And in the past, people say, well, should I wait? At this time of the year, they might say, should I wait and put the house on the market next spring? Or should we do it after Labor Day? And in the past, I would have said, wait till next spring because things were going to be better. You could... Everything was stable and rising. What these charts show, and they do require some explanation, is that the market is out of control right now. You can't predict it. And then if so, then it becomes a decision that a client makes based on what they really need. Do they want to move yet? Do they want to wait? Do they... But these control charts are showing that you can't predict. Whereas in the past, you could be pretty safe. Andrew Stotz: Yeah. And the point of that, too, is that a control chart can't solve every problem. It tells you where things are, so you understand things a lot better. But then, how you're going to actually use that information, well, somebody may use it to say, I need to sell my house now. Somebody else may say, I'm going to wait because I think this is bad and it's going to get better later. And somebody's going to say, I'm going to sell now desperately because I think this is going to get much worse, right? That's the hard part. Andy Novins: Yeah. Andrew Stotz: But if you don't know what's actually happening, which the control chart gives you that information, then there's none of that. It's just, there's no basis in fact of what you're doing. Andy Novins: Exactly. Right. They provide a window into the market that I have never seen anybody use this or talk about it. Andrew Stotz: And do you have any more charts? Was that it? Andy Novins: No. Yeah, I got more. Andy Novins: Okay. Whoops. Oh, but before we get to that, okay, so this is a concept, and if I'm going too long, cut me off. Andrew Stotz: No, no. Go ahead. Andy Novins: So in a falling or stable market like we're in, okay, in a rising market, you pick a price, and if you're good, you're going to do well. If you do it right, they're going to bid it up. That's the way it's been for five years since COVID. Okay. Now the market is not rising. It's falling or even in a stable market. So the PDSA cycle that Deming talked about is absolutely so on target for what we're going through right now. So I'll just briefly go through this. The plan part is you price using comps or adjusted comps based on what the control charts are showing where the market is going rather than where it was. Okay. And then you put the listing on the market in the MLS. And then what we do, okay, is we study what's happening, okay? And again, the market is not in control. It's not a stable system. So we monitor and we subscribe to special services that most agents don't get. They cost money, but they give us a lot of information. We can see the number of views all over the internet that a house is getting that's on the market. And we can subscribe to another service that shows all the showings that are comparable houses in our zip code or any way we want to do it are getting. And then we use the control charts and we look at feedback and everything else. Andrew Stotz: So do you have more charts, Andy? Andy : I sure do. This isn't actually a chart. It's one of the core tools that Dr. Deming used. And it's what he called the PDSA cycle. And that is the most important tool that we use with the data we get from the control charts. So I'm going through an example here of pricing. And so the PDSA is plan, do, study, act. And the planning section of this process is we price using comps, like I've described. But we also use the control charts to let us adjust the comps for what's happening in the market right up to today, basically. And the do is just in real estate is just simply putting the listing in the real estate market, MLS, and listing it so people can see it. The study, though, is what's really important. And that's where a lot more data comes in. We subscribe to services where we can monitor all the views all over the Internet of our listings. And we can monitor showings that our listings are getting, which we know, but other listings. We can monitor what they're getting in terms of competitive listings, similar prices, and that type of thing. Andy : And we also monitor what houses, if any, are going under contract since our property went on the market. And that provides what we talk. So we have to act on that data. And that's the A of the PDSA cycle. And so we use feedback loops. So just as an example, I won't necessarily go through all these. If we have a lot of views, high views, and high showings, we know the price is right. We're going to get offers. On the other hand, if we have high views and low showings, we know buyers are interested in it, they like it, but they're not ready to come and look at it. They're waiting for that price to go down, which in this market, it probably will. So we advise our clients based on the data we're getting, and then we either reprice or we don't. There's also some other things we use to monitor, but I won't go into those at this point. Andrew Stotz: What's interesting about that is it's like every single listing is a test. Andy : Exactly. Andrew Stotz: That's cool. Andy : Yeah. And that data is so important. And when you tell a client, you're getting all kinds of... You're getting... And we compare it to the other listings. We give them charts, which shows the other houses. And we say, look, you're getting twice the views of these other houses, but nobody's coming to your house, or very few are coming. And the other listings are getting less views and more showings. People think you're overpriced. And it's very convincing to a client. Andrew Stotz: Is there one of these that you're aiming for? And if you are close to that in your listings, you're hitting the right spot? Or what are you aiming for? Andy : High views and high showings. That's the best. Everybody's looking at it. People are coming. Okay. There's other tests down the road because traditionally if you get 16 to 18 showings and nobody makes an offer, you're still probably overpriced, but that's very unlikely. Okay. Andrew Stotz: And is price the only factor that you can adjust here, let's say high views, high showings could be just the type of house, the location, but you don't necessarily control those things? Andy : No, the one down near the bottom. Low views, high showings. It's ikely a niche piece of property. Not many people are looking at it, but the people that want that niche, whatever may be different, it's a unique piece of property, they'll get a lot of showings relative to their views, because most people aren't interested. But there isn't much else we can do because we spend... We pay for staging. We don't pay for it. We do it. We have our own inventory and staging. We have contractors that we've used for years to help get a house ready. So the product itself, the house, and the presentation, there's never much more we can do to make that better. Andrew Stotz: And quality in the eyes of the customer is the best price sold quickly, I guess. Andy : Yes. Yeah. That's right. There's a saying which not everybody agrees with in the real estate industry, but you want to make the most amount of money in the least amount of time with the least amount of hassle. Andrew Stotz: I think that's everywhere. Andy : That's true. Andrew Stotz: Yes. I want that. Great. Andy : That's what everybody wants, but some people say, well, if it's too fast, you didn't... But that's usually not true. Fast is usually good as long as it's priced right. The next chart I have is a whole other way we use control charts, and that's to evaluate our own performance, which is what this is doing. And it's using sales-to-list price ratios. In other words, what percentage of the list price was the sales? And here we're using a long base period, and I'm just going to back up for a second. In some of the two recent, the ones I did on price drops and supply of inventory, we only had a year worth of, for the base line. And normally it's better to use more than that, but those two years I used were stable, and we didn't go back further because the Fed had been raising interest rates, and that created a... That was not a stable market when they did that, so we didn't want to use that as a history. Andy : So this is showing our performance, and you can see starting with the pandemic, we went way above the control limits a lot of times. But what you do when you're looking at or using a chart like this for your own improvement is you want to narrow the upper and lower control limits, the two red lines. The closer they get together, the less variation you have, the smaller your standard deviation. And for us, it's 0.2. And our range between what... That's normal is between 95% and 107% of the sales price. And just to how we use it and how we get better at it is we focus on pricing. We focus on improving negotiation, which is a big deal, especially in the last few years. We are always looking to improve our client base. We're always looking to improve our preparation and presentation. We think we got that pretty well down pat. And the other thing is to stay within your area of expertise, because when you go out of that, okay, if I was to work on a house out of my market, okay, I wouldn't get this kind of performance. So that's going to lead me to the next and really the final chart. And that's another group, okay? And I'm using this group because... Just to... Andrew Stotz: Sorry, when you say another group, what do you mean? Andy : It's not my team, no offense industry... Andrew Stotz: So it's a competitor or it's... Andy : This is a well-known group. It's led by two Ivy League graduates. And it's a much bigger team than ours. Their standard... And it's the same base period, 2017 to '19. Their standard deviation is three times what ours is. Their range of what they do within the control limits is 78% to 114%. And that... Why do we do this? Why do we care? It's always nice to benchmark yourself. But most of all, with groups or agents that we compete with, if these guys put a house on the market, okay, and we thought it was overpriced, or let's say we thought it was underpriced, okay, and it was competing with one of ours, we wouldn't tell our client to reduce their price to match their price, okay, because we know they probably are underpricing. In this case, we'd say let it go. Likewise, if we're working with a buyer who's buying one of their houses and we think it's overpriced, what their listing is overpriced, then we will probably make a lower offer knowing that they also know that their pricing can be way off. So understanding your clients and where they fit on these control charts is useful information. Andrew Stotz: And I can imagine that some people, let's say, at another firm, as an example, may say, oh, I don't care about this variability because one side of the mean is more favorable than the other, so I'm just trying to get to that other side. Whereas what you're saying is I'm trying to reduce variation around the mean. Andy : Yes, and that'll take me to this last section I have here. If we compare the two groups, what are the major differences? Number one, if it was a million-dollar listing, okay, we would probably get $43,000 more than they would based on these control charts. Most of all, the biggest difference... Andrew Stotz: The selling price of your customer would be $43,500 more? Andy : Well, our average selling price is a little over 100%. Their average selling price is 96%. So on average, they're getting $43,000 less on $1 million house than we are. But the most important thing in this is the consistency and the predictability of when you lower those control chart limits, you're making your performance much more predictable, and it's an important part to all of our clients. I mean, Deming had a... One of the things he used to say is quality is in the customer's eyes, not your eyes. So I can say we do all this great stuff and all that. It all boils down to what does the customer think. And when a group's working on volume, which is pretty typical in our industry, that's what we're taught, how to get more volume, how to get more volume, that's... The customer doesn't care. The client doesn't care about what kind of volume they do. What the customer cares about is service. And you can see some of the other things, consistency over time, process control and all that. I'll get out of here now and say that that's really what control charts and Deming's philosophy and the PDSA, it all focuses on quality in the customer's eyes, consistent performance, better service, and not a lot of guesswork. We're using data that other agents don't even know exists. And that's unfortunately not an exaggeration, really. I've never talked to anybody that knew about this. Andrew Stotz: When Deming talked about quality, he often referenced the idea that you could have a quality system in place and still go out of business if you weren't looking at quality in the eyes of the customer and being completely connected to the customer. And I have a little story on this from my coffee business. Many years ago, we had a restaurant chain in Thailand that's a global chain come to us and we won the bid. And they said, we chose you over all these other suppliers for coffee and we're going to come to your factory and when we do, we're going to do an audit, we're going to ask 600 questions and if you get below 75% or whatever, you're fired. But, hey, I knew Deming and I knew all of this stuff and we cared about quality and we never had quality problems, so we thought we're in good shape. And they came out and they said, your score was 68, you're fired. You have six weeks to fix it or you won't be our supplier. Well, we learned something very quickly there, which was to them, paperwork was quality. Andrew Stotz: And that was a quality system to them that meant that we had quality. And so we had a passion for quality, but we didn't have the paperwork system that they wanted. So luckily, when you have passion for quality, it's pretty easy to overlay a paperwork system on it, if that's what the customer required. I would hate to be in the opposite situation where you go and do like many people when they go and get certified or ISO or whatever and they build a paperwork system without that commitment to quality. Now, that's a disaster. But the point is that we had to realize that in order for us to satisfy that customer's needs, we had to appeal to quality as they saw it. And so we've got to always keep the customer in mind as we're working on our quality. Andy : I got another story. My wife reminded me today that sometimes in probably early '80s, maybe mid '80s at the latest, I looked up in the... I wanted to find a statistician and I looked him up in the yellow pages, which a lot of the listeners may not know what that is. And I wanted to... What I wanted to do was find a way to improve, optimize our inventory and try to approach just-in-time inventory because we had factories all over the place and we were getting stuff in. And we never did it. And I imagine with Dr. Deming, we could have done it, but we never did it because exactly the quality's in the customer's eyes. We were shipping to specialty restock stores primarily, and if we couldn't stock their shelves, okay, they went somewhere else. Didn't matter how much they liked us, they had to have those shelves full. So we decided it wasn't worth the risk of just-in-time and optimizing our inventory at the expense of having maybe too much inventory, but satisfying our customers. And it's just so true. Andrew Stotz: Yeah. Yeah. In the story that I told, that particular chain never ran out of product and certainly never ran out of coffee. And I know myself, being a customer of that chain, never in my life did I walk in there and they ran out of a particular product. And they made that very clear. That's quality to us is that our supply chains are never broken. And for 16 years, we never broke their supply chains. It was never the case. So in the eyes of the customer, well, on behalf of everyone at the Deming Institute, I want to thank you again for this discussions and for listeners, remember to go to Deming.org to continue your journey. But I thought I would leave the closing comments to you to maybe wrap up and give the audience what you think should be their main takeaway from this discussion. Andy : I think probably the main takeaway would be that Dr. Deming's philosophy, the Profound Knowledge, everything he taught is as relevant to real estate, okay, pricing, probably most markets as it is to a factory or production or anything like that. I think that it took me a while, after I became a realtor, it took me a while to realize, wow, all these things we can use. And we have more data to play with than anybody. So that's a good takeaway for anybody, especially realtors. Andrew Stotz: Yeah, I think, and I'll just add on, I enjoyed the conversation because I love Michael Porter's stuff and talking about figuring out where's your niche and trying to bring a differentiated offering to the market. And that differentiated offering could be based on what I like to say from my study and teaching of corporate strategy is there's kind of two main corporate strategies. One I would say is the type that engineers build, which is an operational corporate strategy. And another one is a differentiating strategy that a sales type of person would build, which is about the interaction with sales, with the product and all of that. And so with Dr. Deming, one of the benefits we get is the process part of our business can just be improved forever. And then we can overlay that with whatever we want from what we bring to the market. And I think you've given us an example of how you can apply Deming's principles to the process of your business and do that in a niche area or an area that you've defined and dominate. And so I love that. Andy : Yeah, and one of the things, just a last thought, is something you and I had talked about, is you don't have to have a PhD in physics or you don't have to get a doctorate in something to understand Deming. And he even says it in his book. You don't have to be an expert in any of it. You just have to understand it. And that's the beauty of it. Anybody can do what I'm doing with just nowhere near the effort you'd have to do if you were going to be a physicist or something else like that. And that's something people can take away. Andrew Stotz: And on that hopeful note, this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming. I always repeat it because it's such a great quote, and that is, "people are entitled to joy in work."
How was Dirt not watching the FedEx Cup Playoffs? Michael Porter, Jr. on sports gambling. A potential World Series/College Football scheduling conflict. How a 12-team playoff would look with the current AP preseason poll. Patrick went to the Creed show. Tiersday: sports bucket list. Adam Gold of the Adam Gold Show in Raleigh & the Canes Corner Podcast talks new Blazers owner Tom Dundon, and drops some BOMBS.
Pete Alonso becomes the Mets all-time HR leader. | Travis Kelce is motivated this season after a mediocre last season. | Eric Edholm from NFL Media joins JR to talk all things football. | Michael Porter say a whole lot of stupid things. |
How was Dirt not watching golf this morning? Michael Porter, Jr. on sports gambling. A potential World Series/College Football conflict. What a 12-team playoff looks like under this AP preseason poll.
A single dad of four in Columbus, Georgia, Michael Porter started listening to The Redeemed Man podcast two years ago and ended up becoming a leader of the ministry's small online groups. In this week's episode, Michael talks to Nate Dewberry about what he's learned from other men along his way—the importance of community, the need for accountability, and the lies we believe that distance us from God.Segments/chapters0:00 Intro1:41 How Michael first connected with The Redeemed6:23 Stepping into a new role as a small group leader14:24 The unique limitations and blessings of online community26:09 Surprises and revelations from building relationships with a diverse group of men32:33 Each group at The Redeemed is unique36:45 What does redemption mean to you?42:53 Michael's hopes for the futureVisit The Redeemed's website for downloadable discussion question sets, show notes, inspirational articles, more resources, or to share your testimony.Join our Exclusive Newsletter: Signup today and be the first to get notified on upcoming podcasts and new resources!The Redeemed is an organization giving men from all backgrounds a supportive, judgment-free environment, grounded in Christian love without demanding participation in any faith tradition, where they can open up about their challenges, worries, and failures—and celebrate their triumphs over those struggles. Have a redemption story? Share your redemption story here. Interested in being a guest on our podcast? Email Nate@theredeemed.com Follow The Redeemed on Social Media: Podcast YouTube Facebook Instagram LinkedIn Twitter
In this week's mini-episode we discuss the concept of systematic abandonment, a mental model co-opted from business strategists like Peter Drucker and Michael Porter. Systematic abandonment teaches us to periodically review and discard habits that are no longer useful, because deciding what not to do is often just as (if not more) important than deciding what to do.Get our Intro to Mechanics audio course, normally $79, FREE:https://bjjmentalmodels.com/freeintroDon't forget to check out BJJ Mental Models Premium!If you love the podcast, you'll definitely love our premium membership offerings. The podcast is truly just the tip of the iceberg – the next steps on your journey are joining our community, downloading our strategy courseware, and working with us to optimize your game. We do all this through memberships that come in at a fraction of the cost of a single private.Sign up here for a free trial:https://bjjmentalmodels.com/Need more BJJ Mental Models?Get tips, tricks, and breakthrough insights from our newsletter:https://bjjmentalmodels.com/newsletter/Get nitty-gritty details on our mental models from the full database:https://bjjmentalmodels.com/database/Follow us on social:https://facebook.com/bjjmentalmodels/https://instagram.com/bjjmentalmodels/
Why most growth plans fail is simple: leaders can't connect the dots between strategy, execution, and people. Shannon Susko learned this the hard way, and then did something extraordinary about it. She created Metronomics, a strategic growth operating system that aligns teams, drives execution, and helps CEOs finally get out of the weeds. In this episode of Reflect Forward, Shannon shares how Metronomics was born out of desperation when she was on the brink of being fired. Her bold move? Ditching vague 10-year visions for a Three-Year Highly Achievable Goal (3HAG), a clear, actionable roadmap that brought her board back onside, rallied her team, and ultimately transformed her business. “When you delegate, you still own it. But if you empower people to build a plan with you and own their pieces—that's when real execution happens.” Inside This Episode: • How a 3HAG connects strategy to execution and earns board confidence • Why most CEOs are stuck in whack-a-mole mode and how to escape it • How 15-minute daily huddles saved Shannon 40 hours a week • Why clarity and cadence beat complexity every time • How to cascade strategy out (not down) across the entire organization Shannon draws from the best, Jim Collins, Michael Porter, Vern Harnish, and Jack Stack, and weaves it into a rigorous and human system. She breaks down what most leaders get wrong about scaling and how to build a rhythm that turns big goals into achievable outcomes. Mic Drop Moment “This system allowed me to stop working in the business and start working on it. That's how I exited two companies—and why I coach CEOs today.” Start Here Ready to grow with intention? Start with Shannon's book The M Game, a short, high-impact read that introduces Metronomics in under 100 pages. You can also visit metronomics.com to find a coach, explore tools, or connect directly with Shannon. If this episode sparked an idea, share it with a fellow leader. Subscribe to Reflect Forward on YouTube or your favorite podcast app, and don't forget to leave a review—it helps us get these game-changing conversations into more hands. How to find Shannon: LinkedIn: https://www.linkedin.com/in/shannonbyrnesusko/ Website: https://www.metronomics.com/ You Tube: https://www.youtube.com/channel/UCtfKz1miyfoNlX9RYvtQx-A Connect with Kerry Don't forget to subscribe to Reflect Forward on your favorite podcast platform or YouTube. Visit my website, kerrysiggins.com, to explore my book, The Ownership Mindset, and get more leadership resources. Let's connect on LinkedIn, Instagram, or TikTok! Find Reflect Forward on YouTube: https://www.youtube.com/@kerrysiggins-reflectforward Find out more about my book here: https://kerrysiggins.com/the-ownership-mindset/ Connect with me on LinkedIn: https://www.linkedin.com/in/kerry-siggins/
This week's podcast is about fragmented industries. And other industry structures that are overly competitive. It summarizes a lot of Michael Porter's writing on this subject.You can listen to this podcast here, which has the slides and graphics mentioned. Also available at iTunes and Google Podcasts.Here is the link to the TechMoat Consulting.Here is the link to our Tech Tours. -------------I write, speak and consult about how to win (and not lose) in digital strategy and transformation.I am the founder of TechMoat Consulting, a boutique consulting firm that helps retailers, brands, and technology companies exploit digital change to grow faster, innovate better and build digital moats. Get in touch here.My book series Moats and Marathons is one-of-a-kind framework for building and measuring competitive advantages in digital businesses.This content (articles, podcasts, website info) is not investment, legal or tax advice. The information and opinions from me and any guests may be incorrect. The numbers and information may be wrong. The views expressed may no longer be relevant or accurate. This is not investment advice. Investing is risky. Do your own research.Support the show
In this seventh episode of the “Buy: The Way…To Purposeful Procurement” podcast series, Art of Procurement's Philip Ideson and Fine Tune CEO Rich Ham take a deep dive into procurement history with Kate Vitasek, Faculty of Graduate and Executive Education at the University of Tennessee, and architect of the groundbreaking Vested methodology. With over 15 years of research and eight books dedicated to buyer-supplier strategic partnerships, Kate shares her insight into how procurement has traditionally tended to extract value from suppliers through power plays, as opposed to creating value through collaboration and alignment around mutually ‘Vested' interests. She traces the historical roots of this dysfunction back to the 1980s with the rise of the Kraljic Matrix and Michael Porter's competitive strategies, both of which further embedded power-based negotiations into procurement's DNA. Drawing inspiration from the Vested approach, Kate: Advocates for moving away from transaction-based buyer-seller relationships to outcome-based strategic partnerships where both parties have a genuine vested interest in one another's mutual success, and Explains this dynamic by sharing examples of organizations that have transformed their supplier relationships by transforming how they measure success, structure contracts, and distribute value across their supplier network. This episode challenges procurement to recognize when they're spinning their wheels with outdated supplier management tactics and encourages them to reimagine what's possible when buyers and suppliers align their interests toward genuine value creation and purpose-driven procurement. Links: Kate Vitasek on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com
The Nuggets won one and lost two games to Western Conference playoff teams. Miroslav is joined by Brendan Vogt of the DNVR and Rayvone Hackshaw of the 4 Corners Denver Nuggets Podcast to talk about: - Blowout loss and a blowout win versus the Thunder. What was good, and what was bad in both games?- How real is the March exhaustion? Is Jokić playing 37 mpg until New Year biting the Nuggets on their behind?- Jamal Murray and Michael Porter Jr. disaster class versus the Wolves- Which Nuggets are Matchup proof?- Memphis, Lakers, Houston, Golden State, Timberwolves, Clippers. Which are the best and worst first-round matchups for the Nuggets? Support the show: https://Patreon.com/miroslavcuk An ALLCITY Network Production PARTY WITH US: https://thednvr.com/events ALL THINGS DNVR: https://linktr.ee/dnvrsportsSubscribe: YouTube.com/dnvr_sports
On the latest episode of Pickaxe and Roll, Ryan Blackburn reacts to the Denver Nuggets 125-113 win over the New Orleans Pelicans. It wasn't a perfect game, but the Nuggets were comfortable throughout, especially with 36 points from Michael Porter Jr. last night. Zeke Nnaji also started in place of Aaron Gordon and gave Denver surprisingly great minutes vs Zion Williamson. After the game, Michael Malone also declared the Nuggets would not trade Michael Porter this deadline. Ryan discusses the win, Nikola Jokic and Jamal Murray, Zeke's impressive game, and more. BETONLINE: The Game Starts Here! https://www.betonline.ag
On the latest episode of Pickaxe and Roll, Ryan Blackburn reacts to the Denver Nuggets 112-101 win over the Dallas Mavericks. Aaron Gordon returned to the floor and played 18 minutes off the bench. His presence helped the bench lift the Nuggets starters on a bad day. Nikola Jokic was okay, Jamal Murray struggled, and Michael Porter shot 1/8 from 3. Fortunately, Russell Westbrook picked them up, as did Peyton Watson and the Nuggets defense. Ryan discusses the win, AG's return, and his thoughts on the Mavericks. BETONLINE: The Game Starts Here! https://www.betonline.ag
The Denver Nuggets won ugly in New Orleans, and dominated the Suns in Denver without Jamal Murray, but then lost with all of their guys on Christmas in Phoenix.This week, Miroslav is joined by the elite trio of Rayvone Hackshaw, Jeremy Poley, and Andy Juett.The squad talks about the Nuggets being 5 and 1 without Jamal Murray this season, and 11 and 11 with him in the lineup. Why do the Nuggets play so much better without their second-best player?They also discuss Christian Braun's slump, Michael Porter's play despite trade rumors, and Jokić's low assist numbers.Expect some fun at the end of the show.Support the show: https://Patreon.com/miroslavcuk An ALLCITY Network Production PARTY WITH US: https://thednvr.com/events ALL THINGS DNVR: https://linktr.ee/dnvrsportsEmpire Today: Schedule a free in-home estimate today! All listeners can receive a $350 OFF discount when they use the promo code DNVR. Restrictions apply. See https://empiretoday.com/dnvr for detailsSubscribe: youtube.com/dnvr_sports
American politics is trapped in a duopoly, with two all-powerful parties colluding to stifle competition. We revisit a 2018 episode to explain how the political industry works, and talk to a reformer (and former presidential candidate) who is pushing for change. SOURCES:Katherine Gehl, former president and C.E.O. of Gehl Foods.Michael Porter, professor at Harvard Business School.Andrew Yang, co-chair of the Forward Party and former U.S. presidential candidate. RESOURCES:"Why U.S. Politics Is Broken — and How to Fix It," by Andrew Yang (TED, 2024).The Politics Industry: How Political Innovation Can Break Partisan Gridlock and Save Our Democracy, by Michael Porter and Katherine Gehl (2020).“Why Competition in the Politics Industry is Failing America,” Katherine Gehl and Michael Porter (Harvard Business School, 2017).“Stronger Parties, Stronger Democracy: Rethinking Reform,” by Ian Vandewalker and Daniel I. Weiner (Brennan Center for Justice, 2015).On Competition, by Michael Porter (2008).Competitive Strategy: Techniques for Analyzing Industries and Competitors, by Michael Porter (1980). EXTRAS:"Andrew Yang Is Not Giving Up on Politics — or the U.S. — Yet," by People I (Mostly) Admire (2021)."The Future of New York City Is in Question. Could Andrew Yang Be the Answer?" by Freakonomics Radio (2021)."Why Is This Man Running for President? (Update)," by Freakonomics Radio (2019).“Ten Ideas to Make Politics Less Rotten,” Freakonomics Radio (2016).
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