Tag Archives: challenges

Opportunity in Every Storm

By John Evelyn  |  August 31, 2011  |  Adversity,Agility,Blind Spots,Capability,Execution,General,Leadership,Lean,Rigidity,Six Sigma,Sustainability,Teamwork

Five years ago this last Monday, Katrina struck along the Gulf Coast. Its aftermath still lives with us, the 9th Ward in New Orleans still devastated with diminishing hope. The Katrina experience was transformative along many dimensions. It graphically illustrated the execution rigidity borne of planning and responsiveness that comes from leadership gained through cronyism and political machines. Lives were lost and value was destroyed in an experience that put light on our soft underbelly. In fact, 1836 people died and 135 were missing and financial losses exceeded $108 billion. The aftereffects from looting, violence, and losses to the economies would fill scores of books. It reshaped the local economy, created a diaspora of resources and cast doubts globally about our values.

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I’m Shocked

By John Evelyn  |  June 10, 2011  |  Adversity,Agility,Blind Spots,Capability,Execution,Fit for purpose,General,Lean,Rigidity,Risks,Six Sigma,Sustainability

The 9.0 earthquake that devastated northern Japan continues to have severe aftershocks. They are shocks in what clever physicist would ascribe to a type of space-time. It’s not about Star Trek stuff, or the time travel that fantasies love to use, but rather how one type of event starts a whole series of other events along a different type of path, affecting a different space at a different time, but connected. These types of other events are very real “butterfly effects” where a small change in one place can cause a whole bunch of changes downstream. Believe it or not, that earthquake has changed our lives, our businesses, and our collective futures.
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Going Nuclear

By John Evelyn  |  April 7, 2011  |  Agility,Blind Spots,Capability,Diagnosis,Fit for purpose,General,Lean,Operational Excellence,Rigidity,Risks,Six Sigma,Sustainability,Transparency

Over that last couple of years, we’ve highlighted the evidence and perspectives that our business world is increasingly more dynamic, interdependent, highly networked, dangerously complex, and managed by tools and traditions built on much more stable process experience. Business models and algorithms, control systems, enterprise tools and performance improvement technologies derived significant power from the likelihood that behavior repeat sufficiently to enable the power of statistics to improve decision making. I many cases, that stability and value remains and I expect that that will go on beyond any horizon I can conjure. In fact, Dr. Deming encouraged us to look at the world through the lens of Plan, Do, Check, and Act, and his truism remains eternal.
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Swan Lake and Nutcrackers

By John Evelyn  |  March 17, 2011  |  Agility,Blind Spots,Capability,Diagnosis,Fit for purpose,General,Sustainability

2010 was a year where much of our attention and anxiety were held captive by the oil spill in the Gulf of Mexico. It was a sobering reminder of our dependence on fuels that support our lifestyle, commerce, defense, and essentials to life today. Moratoriums on deep water drilling ensued followed by hearings and probes into why it happened and who we need to blame and subsequently seek a means of exacting some comforting justice. It’s been months since the topic has had front page coverage, almost forgotten much like the devastation and impacts of Katrina, the earthquakes in Haiti, China, and Chile.

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The Winter of Our Discontent

By John Evelyn  |  February 15, 2011  |  Adversity,Agility,Capability,Customer Experience,General,Leverage,Resources,Rigidity,Technology

The yearly onset of winter has been a critical milestone in our history, life for that matter, on this planet. It triggered severe constraints in access to food, travel, safety and the quality of life overall. Travellers who needed to get across mountain ranges had to make tough choices, and often make winter quarters and postpone travel until the thaws. Even in war, some armies huddled in winter and fought from early spring to late fall. Today, winter continues to constrain and often reminds us that our advancement and technology can be humbled by severe weather. Those in the tropics see a different face of nature, the tropical cyclones and monsoons.

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Turkeys Don’t Vote for Thanksgiving!

By John Evelyn  |  November 24, 2010  |  Adversity,Blind Spots,General,Integrity,Leadership,Legacy,Purpose and Values,Sustainability

Thanksgiving 2010 is upon us. It nears the end of a year replete with catastrophes, wars, economic and political upheaval. The media successfully amplified issues, created pain and panic disguised as news, and pundits freely demonized others without restraint. Yet, above this soup of sadness are life, dignity, and the love we are capable of demonstrating. We hope that this Thanksgiving begins a better year and launches renewed opportunity and reminders of all that is good about life, …, personally, professionally, or collectively, as enterprises.

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I See What You Mean

By John Evelyn  |  November 11, 2010  |  Blind Spots,Diagnosis,Execution,Fit for purpose,General,Leverage,Risks

How often do we say “OK, I get the picture” when someone is explaining or trying to make a point? There is a lot in that phrase. I believe that often a thousand words can be worthless, yet a picture can be priceless. The picture can be priceless because we are wired to understand patterns and for some communications we can see and understand more from a picture than we can from what we read or hear. Imagine having to get from here to somewhere we’ve never been to and having the choice of listening to directions that may involve twenty or thirty turns and changes, versus written directions, or a map. Say that map also had pictures of what to expect along the way. I’d pick the map.

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What You Don’t Know Can Hurt You

By John Evelyn  |  November 2, 2010  |  Agility,Blind Spots,Capability,Diagnosis,General,Lean,Operational Excellence,Risks,Six Sigma

“Could have, would have, and should have”, or, “if I knew then what I know now”, or, “hindsight is 100%.” This last weekend, through a very agile collaboration between governments, agencies, public and private sectors, an attempted act of cowardly terrorism was averted; a bomb did not take innocent lives. It hinged on a decision from a former terrorist to come forward and alert Saudi authorities of the despicable deed and the cascade of information and resource deployment worthy of commendation. Of course, the media chimed in and warned that all passenger flights may be in danger of carrying explosives in the baggage holds.

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Check Up or Check Out?

By John Evelyn  |  September 29, 2010  |  Blind Spots,Capability,Diagnosis,Fit for purpose,General,Lean,Obesity,Operational Excellence,Six Sigma

Over the last two weeks, I’ve been going through a round of “safety checks” to evaluate my personal operating systems. Although the medical professionals may have more sophisticated terms, they are nonetheless evaluating my operating capabilities to see how much may have changed. These capability evaluations have paid off with rates of return that run off the charts. I am just like many business operating systems in that I’m subject to the risks of decay and disruption.
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I’d Gladly Pay You Tuesday for a Hamburger Today

By John Evelyn  |  September 13, 2010  |  Blind Spots,Capability,Customer Experience,Diagnosis,Execution,General,Lean,Resources,Risks,Six Sigma,Sustainability,Transparency

Yesterday, residents in the San Francisco neighborhood of San Bruno returned to what was left of their homes. Several had burned when a 24 inch distribution gas pipeline failed and a fire ensued. The section that failed was due to fail and, following the rules of physics, it complied
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