“The lesson of W. Edwards Deming and his peers in the quality movement is that relying on individual motivation and acts of great competence is a singularly unreliable way to produce consistently high levels of system performance. Deming argued that if there are performance problems and quality defects, one needs to understand how those problems arise almost naturally as a consequence of how a system has been designed—and then fix those design flaws. Put simply, attack the problems by fixing the system, not scapegoating the necessarily fallible human beings working in and operating that system.”

– Jeffery Pfeffer

Map Your Value Creation DNA: the Four Dimensions of Value Creation

As explained in my previous post, the key step to creating alignment in your organization is to understand your value creation profile – or value creation ‘DNA’. Based on earlier work by my partner Vaughn, we have developed a set of four dimensions to help you with this. As it turns out from few decades…

“As a practical matter strategy is best understood modestly, as moving to the next stage rather than to a definitive and permanent conclusion. The next stage is a place that can be realistically reached from the current stage. That place may not necessarily be better, but it will still be an improvement upon what could have been achieved with a lesser strategy or no strategy at all. It will also be sufficiently stable to be a base from which to prepare to move to the stage after that.”

– Lawrence Freedman