"...everything dies, baby thats a fact, maybe everything that dies, someday comes back. Put your makeup on, put your hair up pretty and meet tonight in Atlantic City..."
Well they blew up the chicken man in Philly last
Night now they blew up his house too
Down on the boardwalk they're gettin' ready
For a fight gonna see what them racket boys can do
Now there's trouble busin' in from outta state
And the D.A. can't get no relief
Gonna be a rumble out on the promenade and
The gamblin' commission's hangin' on by the skin of its teeth
[Chorus]
Everything dies baby that's a fact
But maybe everything that dies someday comes back
Put your makeup on fix your hair up pretty and
Meet me tonight in Atlantic City
Thursday, July 31, 2014
Wednesday, July 30, 2014
Seven Deadly Sins...Copier Salesman
This post first appeared on DOTC, January 2009 and is the DOCT book. This is a truncated version, get the rest, in the book.
Never mind that he is hundreds of miles north of the Gulf of Mexico, he lives on a boat, sells "big-iron" copiers...and has a blog. Introducing Pirate Mike.
I received a "hit" today from one of my internet-search-spiders-thingies, and read the resulting post while waiting for the Rover to be washed - it was 86 degrees and sunny - as I scrolled along the post I literally laughed out loud.
Monday, July 7, 2014
It Is Not 'Disruption', It Is 'Turbulence'
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| Shigetomi's "flowing water crest" is a gem-like work created by abandoning the ego and assimilating it with the flow of water. The main shadow of the flow of the sudden time while echoing the song of Raku Holy Water is probably because it has the memory of water |
Catchphrases come and go: Transformation, transactional to services, customer-centric, think outside of the box, change or die, innovate or die, release in beta. Each moniker seems to hold its uniqueness for about a week.
"Disruption" - is one such word.
Today, it's disruption tomorrow it's something else - observing the same thing over and over, calling it something new, expecting different results. In an attempt to understand the temporarily incomprehensible connectivity between multiple events occurring in real-time, a snapshot is taken.
A static slice of activity predicts futures based on this single shot.
Like watching rapids flow through rocks and stone, some of us see the single rock, others, the collection of boulders, and still others, the river flowing into the sea. Once a moment is captured on film, we all begin to see the same thing - albeit historically static.
These snapshots are easier to understand and help each other feel good, but aren't these frozen slices of time stifling enlightenment?
What we're really trying to get a feeling for an understanding of is "Turbulence", not disruption. We suggest describing current, past, and future business, economic, political, and personal processes as "flows". Inside these flows, there are obstacles that cause turbulence, like the stones in a river.
Turbulence is defined as a:
Turbulence has been difficult to understand and to this day, define. Werner Heisenberg's (not the one from Breaking Bad, the other Heisenberg) studied this phenomenon and presented findings in his 1932 doctoral dissertation titled, "On the stability and turbulence of fluid flow." Scientifically defining turbulence is a challenge; a force of nature not easily determined mathematically - this stymies most who study quantum physics.
Turbulence may best be defined by both science and art. Indeed, Leonard da Vinci was described to regard nature "as weaving an infinite variety of elusive patterns on the basic warp and woof of mathematical perfection." Maybe Leo understood.
Turbulence and Business.
"Disruption" - is one such word.
Today, it's disruption tomorrow it's something else - observing the same thing over and over, calling it something new, expecting different results. In an attempt to understand the temporarily incomprehensible connectivity between multiple events occurring in real-time, a snapshot is taken.
A static slice of activity predicts futures based on this single shot.
Like watching rapids flow through rocks and stone, some of us see the single rock, others, the collection of boulders, and still others, the river flowing into the sea. Once a moment is captured on film, we all begin to see the same thing - albeit historically static.
These snapshots are easier to understand and help each other feel good, but aren't these frozen slices of time stifling enlightenment?
What we're really trying to get a feeling for an understanding of is "Turbulence", not disruption. We suggest describing current, past, and future business, economic, political, and personal processes as "flows". Inside these flows, there are obstacles that cause turbulence, like the stones in a river.
Turbulence is defined as a:
"...violent or unsteady movement of air or water, or of some other fluid..."
Turbulence has been difficult to understand and to this day, define. Werner Heisenberg's (not the one from Breaking Bad, the other Heisenberg) studied this phenomenon and presented findings in his 1932 doctoral dissertation titled, "On the stability and turbulence of fluid flow." Scientifically defining turbulence is a challenge; a force of nature not easily determined mathematically - this stymies most who study quantum physics.
Turbulence may best be defined by both science and art. Indeed, Leonard da Vinci was described to regard nature "as weaving an infinite variety of elusive patterns on the basic warp and woof of mathematical perfection." Maybe Leo understood.
"Turbulence provides a perfect example of why a problem is not solved simply by writing down a mathematical equation to describe it."
- Nautilus
Turbulence and Business.
The business ecosystems contain information 'flows' - we call them workflow - flows contained within flows, contained within more flows, adjacent to and part of an infinite number of eddies and motion.
These flows mix, sully, stir and tumble together. ("How to Perform a Basic Workflow" - Here) and when observed, business process turbulence is observed around clogs and static impediments (like rocks in the river or printers and copiers in the process). Turbulence occurs around one employee, an entire department, and unoptimized business policies.
So What?
Look at your business, branch, department, sector, team, or pod and consider how information moves. Typically, when documenting workflow, consultants use interviews to create a picture of how information moves through the organization by way of processes.
It could be a masterpiece.
Add motion to the two-dimensional representation and you can see the ebb and flows of your systems - Turbulence.
What's the Difference?
When we look at events as "of a time" happenings, we naturally become myopic and siloed becoming the state we observe. Easier to see, our comfortable yet narrow vision and it's to look to the past for answers - worse, it becomes simpler to predict the future (a flowing and always in motion stream) based on this static view.
Look at your business, branch, department, sector, team, or pod and consider how information moves. Typically, when documenting workflow, consultants use interviews to create a picture of how information moves through the organization by way of processes.
It could be a masterpiece.
Add motion to the two-dimensional representation and you can see the ebb and flows of your systems - Turbulence.
When we look at events as "of a time" happenings, we naturally become myopic and siloed becoming the state we observe. Easier to see, our comfortable yet narrow vision and it's to look to the past for answers - worse, it becomes simpler to predict the future (a flowing and always in motion stream) based on this static view.
"Disruption" or a disruptive occurrence is a frozen point in space and time - we label and treat it as a simple, singular occurrence in a vacuum.
This is not nature.
The place where Innovation and Disruption converge - Turbulence. It's a tough concept to envision.
But wait, there's more. Imagine if you will a free-flowing representation of your information flows, complete with rapids, falls, as well as serene segments - expand that vision from two dimensions into three.
Now THAT's Turbulence.
Thursday, July 3, 2014
Providers: YOU ARE MISSING THE POINT !
Speaking as somebody from the industry; we've cold called, assessed, proposed, Powerpointed, scrubbed MIF and yes, even closed a few equipment, EDM, ECM, SFA, FM, Mps and MS deals - I can tell you, most of us take ourselves WAY TOO SERIOUSLY. Print, even managed print services, just ain't all that important to customers. Remember them?
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