Business901

Saul Kaplan (@skap5), the author of The Business Model Innovation Factory: How to Stay Relevant When The World is Changing was my guest on the podcast. Saul is an innovation junkie!  He is the founder and chief catalyst of the Business Innovation Factory (BIF), a real-world laboratory for exploring and testing new business models and social systems.  BIF has attracted a global community of over 5,000 innovators and organizes the internationally renowned BIF Collaborative Innovation Summit. Saul shares his innovation musings on Twitter (@skap5) and his blog (It’s Saul Connected), and as regular contributor to the Harvard Business Review, Fortune, and Bloomberg Businessweek. What others said about the book: Daniel H. Pink, author of Drive and A Whole New Mind: To be competitive and stay competitive in today's business environment, you have to be fast on your feet Saul Kaplan knows how to take innovation from napkin sketch to market share, and in this book he teaches you exactly how to create your own 'innovation factory' from scratch. But be careful - once you start working with these ideas, it might be hard to stop! Tony Hsieh, author of Delivering Happiness and CEO of Zappos.com, Inc.: Saul gets below the buzzwords of innovation and provides an inspiring and actionable roadmap to help transform how any organization creates, delivers and captures value. The Business Model Innovation Factory is a must read for any leader who wants to deliver innovation in the 2lst century. A written excerpt from the book: Can a Mature Company Risk Experimentation? Related Information: What’s New in Business Model Generation? Do You Know the Right Job For Your Products? Will Product Managers embrace Open Innovation? Steve Blank on the Lean Startup at Ann Arbor Practical Approach to Innovation used by Disney

Saul Kaplan (@skap5), the author of The Business Model Innovation Factory: How to Stay Relevant When The World is Changing was my guest on the podcast. Saul is an innovation junkie!  He is the founder and chief catalyst of the Business Innovation Factory (BIF), a real-world laboratory for exploring and testing new business models and social systems.  BIF has attracted a global community of over 5,000 innovators and organizes the internationally renowned BIF Collaborative Innovation Summit. Saul shares his innovation musings on Twitter (@skap5) and his blog (It’s Saul Connected), and as regular contributor to the Harvard Business Review, Fortune, and Bloomberg Businessweek. What others said about the book: Daniel H. Pink, author of Drive and A Whole New Mind: To be competitive and stay competitive in today's business environment, you have to be fast on your feet Saul Kaplan knows how to take innovation from napkin sketch to market share, and in this book he teaches you exactly how to create your own 'innovation factory' from scratch. But be careful - once you start working with these ideas, it might be hard to stop! Tony Hsieh, author of Delivering Happiness and CEO of Zappos.com, Inc.: Saul gets below the buzzwords of innovation and provides an inspiring and actionable roadmap to help transform how any organization creates, delivers and captures value. The Business Model Innovation Factory is a must read for any leader who wants to deliver innovation in the 2lst century. A written excerpt from the book: Can a Mature Company Risk Experimentation? Related Information: What’s New in Business Model Generation? Do You Know the Right Job For Your Products? Will Product Managers embrace Open Innovation? Steve Blank on the Lean Startup at Ann Arbor Practical Approach to Innovation used by Disney

Saul Kaplan (@skap5), the author of The Business Model Innovation Factory: How to Stay Relevant When The World is Changing was my guest on the podcast. Saul is an innovation junkie!  He is the founder and chief catalyst of the Business Innovation Factory (BIF), a real-world laboratory for exploring and testing new business models and social systems.  BIF has attracted a global community of over 5,000 innovators and organizes the internationally renowned BIF Collaborative Innovation Summit. Saul shares his innovation musings on Twitter (@skap5) and his blog (It’s Saul Connected), and as regular contributor to the Harvard Business Review, Fortune, and Bloomberg Businessweek. What others said about the book: Daniel H. Pink, author of Drive and A Whole New Mind: To be competitive and stay competitive in today's business environment, you have to be fast on your feet Saul Kaplan knows how to take innovation from napkin sketch to market share, and in this book he teaches you exactly how to create your own 'innovation factory' from scratch. But be careful - once you start working with these ideas, it might be hard to stop! Tony Hsieh, author of Delivering Happiness and CEO of Zappos.com, Inc.: Saul gets below the buzzwords of innovation and provides an inspiring and actionable roadmap to help transform how any organization creates, delivers and captures value. The Business Model Innovation Factory is a must read for any leader who wants to deliver innovation in the 2lst century. A written excerpt from the book: Can a Mature Company Risk Experimentation? Related Information: What’s New in Business Model Generation? Do You Know the Right Job For Your Products? Will Product Managers embrace Open Innovation? Steve Blank on the Lean Startup at Ann Arbor Practical Approach to Innovation used by Disney

Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. The program began with a university course, Design With Kids, that placed design students in classrooms to help teachers conduct design projects related to their teaching goals. Our podcast discussed teaching Design Thinking to both children and adults. In a recent blog post, A Teaching Resource for Design Thinking, I discussed the seven principles of Dr. Charles Burnette’s IDeSiGN. I stands for intending D stands for Defining. e stands for Exploring S stands for Suggesting i stands for Innovating G stands for Goal getting N stands for kNowing Charles Burnette received his BA, MA and PhD degrees from the University of Pennsylvania where he was also a Research Associate doing research on the uses of information during design. A licensed, award winning architect, he became Director of the Philadelphia AIA, founding Director of the Center for Planning Design and Construction in Philadelphia, and Dean of the School of Architecture, University of Texas at Austin.  He returned to teaching to become the Director of the Industrial Design Department at the University of the Arts, both while co-directing the Design Based Education K-12 Program. The graduate program was conceived and implemented to explore the design thinking model and to demonstrate its potential in a computer support system for interdisciplinary design. Dr. Burnette has been a frequent speaker in European design schools and at the European Union’s Cumulus Program on Design Education, and is widely published on topics such as design management, design systems, ecological design and design education. He is now writing a book about the design model, its foundations in cognitive science and its application. Related Information: A Short Course in Design Thinking Sketching an important Leadership Tool When it comes to creativity, give me a 5 year old! GE CMO sheds her view on Design Thinking

Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. The program began with a university course, Design With Kids, that placed design students in classrooms to help teachers conduct design projects related to their teaching goals. Our podcast discussed teaching Design Thinking to both children and adults. In a recent blog post, A Teaching Resource for Design Thinking, I discussed the seven principles of Dr. Charles Burnette’s IDeSiGN. I stands for intending D stands for Defining. e stands for Exploring S stands for Suggesting i stands for Innovating G stands for Goal getting N stands for kNowing Charles Burnette received his BA, MA and PhD degrees from the University of Pennsylvania where he was also a Research Associate doing research on the uses of information during design. A licensed, award winning architect, he became Director of the Philadelphia AIA, founding Director of the Center for Planning Design and Construction in Philadelphia, and Dean of the School of Architecture, University of Texas at Austin.  He returned to teaching to become the Director of the Industrial Design Department at the University of the Arts, both while co-directing the Design Based Education K-12 Program. The graduate program was conceived and implemented to explore the design thinking model and to demonstrate its potential in a computer support system for interdisciplinary design. Dr. Burnette has been a frequent speaker in European design schools and at the European Union’s Cumulus Program on Design Education, and is widely published on topics such as design management, design systems, ecological design and design education. He is now writing a book about the design model, its foundations in cognitive science and its application. Related Information: A Short Course in Design Thinking Sketching an important Leadership Tool When it comes to creativity, give me a 5 year old! GE CMO sheds her view on Design Thinking

Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. The program began with a university course, Design With Kids, that placed design students in classrooms to help teachers conduct design projects related to their teaching goals. Our podcast discussed teaching Design Thinking to both children and adults. In a recent blog post, A Teaching Resource for Design Thinking, I discussed the seven principles of Dr. Charles Burnette’s IDeSiGN. I stands for intending D stands for Defining. e stands for Exploring S stands for Suggesting i stands for Innovating G stands for Goal getting N stands for kNowing Charles Burnette received his BA, MA and PhD degrees from the University of Pennsylvania where he was also a Research Associate doing research on the uses of information during design. A licensed, award winning architect, he became Director of the Philadelphia AIA, founding Director of the Center for Planning Design and Construction in Philadelphia, and Dean of the School of Architecture, University of Texas at Austin.  He returned to teaching to become the Director of the Industrial Design Department at the University of the Arts, both while co-directing the Design Based Education K-12 Program. The graduate program was conceived and implemented to explore the design thinking model and to demonstrate its potential in a computer support system for interdisciplinary design. Dr. Burnette has been a frequent speaker in European design schools and at the European Union’s Cumulus Program on Design Education, and is widely published on topics such as design management, design systems, ecological design and design education. He is now writing a book about the design model, its foundations in cognitive science and its application. Related Information: A Short Course in Design Thinking Sketching an important Leadership Tool When it comes to creativity, give me a 5 year old! GE CMO sheds her view on Design Thinking

Strength-Based Lean Six Sigma is a radically different way to approach LSS. It uses various strength-based approaches such as Appreciative Inquiry. David Shaked of Almond-Insight is a Master Black Belt formerly with a large global corporation (Johnson & Johnson). Building on a recent podcast, Mastering Positive Change with Sarah Lewis, David and I take that conversation into Lean and Six Sigma thinking. David has specific experience in transactional processes such as sales, marketing, finance, order fulfillment, customer services, distribution, demand forecasting. I have blogged recently, An Appreciative look at the Seven Signs of Value (Waste), about some of David’s work and a workshop in Toronto the week of June 18th that  he will be conducting. Related Information: Using Desired Effects to find Root Cause The Starting Point for Lean Sales and Marketing Lean Marketers concentrate on SOAR vs. SWOT Appreciative Inquiry instead of Problem Solving

Strength-Based Lean Six Sigma is a radically different way to approach LSS. It uses various strength-based approaches such as Appreciative Inquiry. David Shaked of Almond-Insight is a Master Black Belt formerly with a large global corporation (Johnson & Johnson). Building on a recent podcast, Mastering Positive Change with Sarah Lewis, David and I take that conversation into Lean and Six Sigma thinking. David has specific experience in transactional processes such as sales, marketing, finance, order fulfillment, customer services, distribution, demand forecasting. I have blogged recently, An Appreciative look at the Seven Signs of Value (Waste), about some of David’s work and a workshop in Toronto the week of June 18th that  he will be conducting. Related Information: Using Desired Effects to find Root Cause The Starting Point for Lean Sales and Marketing Lean Marketers concentrate on SOAR vs. SWOT Appreciative Inquiry instead of Problem Solving

Strength-Based Lean Six Sigma is a radically different way to approach LSS. It uses various strength-based approaches such as Appreciative Inquiry. David Shaked of Almond-Insight is a Master Black Belt formerly with a large global corporation (Johnson & Johnson). Building on a recent podcast, Mastering Positive Change with Sarah Lewis, David and I take that conversation into Lean and Six Sigma thinking. David has specific experience in transactional processes such as sales, marketing, finance, order fulfillment, customer services, distribution, demand forecasting. I have blogged recently, An Appreciative look at the Seven Signs of Value (Waste), about some of David’s work and a workshop in Toronto the week of June 18th that  he will be conducting. Related Information: Using Desired Effects to find Root Cause The Starting Point for Lean Sales and Marketing Lean Marketers concentrate on SOAR vs. SWOT Appreciative Inquiry instead of Problem Solving

Lean Supply Chain and Logistics Management is a a practical guide that will assist you in leveraging your improvements to make both vendors and customers smile! Paul Myerson is my guest and the author of the aforementioned book. Paul explains many components of Lean but in a unique way that allows you to apply that knowledge to actual use. The book is well suited for the Supply Chain expert that wants to apply Lean and for the Lean expert that wants to apply his knowledge to the supply chain. Listening to the podcast should give you a sample of Paul’s breadth of knowledge. A written excerpt was in a recent Business901 blog post, Is forecasting the pull for a Lean Supply Chain?. About: Paul Myerson has been a successful change catalyst for clients and organizations of all sizes. He has more than 25 years of experience in supply chain strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight. He is currently Managing Partner at Logistics Planning Associates, LLC, a supply chain planning software and consulting business (www.psjplanner.com). Related Information: Theory of Constraints Supply Chain Thinking Is there a compatible future for Lean and MRP? Is Orlicky’s MRP relevant today? Think DDMRP Transforming your Supply Chain to a Lean Fulfillment Stream eBook

Lean Supply Chain and Logistics Management is a a practical guide that will assist you in leveraging your improvements to make both vendors and customers smile! Paul Myerson is my guest and the author of the aforementioned book. Paul explains many components of Lean but in a unique way that allows you to apply that knowledge to actual use. The book is well suited for the Supply Chain expert that wants to apply Lean and for the Lean expert that wants to apply his knowledge to the supply chain. Listening to the podcast should give you a sample of Paul’s breadth of knowledge. A written excerpt was in a recent Business901 blog post, Is forecasting the pull for a Lean Supply Chain?. About: Paul Myerson has been a successful change catalyst for clients and organizations of all sizes. He has more than 25 years of experience in supply chain strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight. He is currently Managing Partner at Logistics Planning Associates, LLC, a supply chain planning software and consulting business (www.psjplanner.com). Related Information: Theory of Constraints Supply Chain Thinking Is there a compatible future for Lean and MRP? Is Orlicky’s MRP relevant today? Think DDMRP Transforming your Supply Chain to a Lean Fulfillment Stream eBook

Lean Supply Chain and Logistics Management is a a practical guide that will assist you in leveraging your improvements to make both vendors and customers smile! Paul Myerson is my guest and the author of the aforementioned book. Paul explains many components of Lean but in a unique way that allows you to apply that knowledge to actual use. The book is well suited for the Supply Chain expert that wants to apply Lean and for the Lean expert that wants to apply his knowledge to the supply chain. Listening to the podcast should give you a sample of Paul’s breadth of knowledge. A written excerpt was in a recent Business901 blog post, Is forecasting the pull for a Lean Supply Chain?. About: Paul Myerson has been a successful change catalyst for clients and organizations of all sizes. He has more than 25 years of experience in supply chain strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight. He is currently Managing Partner at Logistics Planning Associates, LLC, a supply chain planning software and consulting business (www.psjplanner.com). Related Information: Theory of Constraints Supply Chain Thinking Is there a compatible future for Lean and MRP? Is Orlicky’s MRP relevant today? Think DDMRP Transforming your Supply Chain to a Lean Fulfillment Stream eBook

Since being introduced to Appreciative Inquiry by Ankit Patel principal partner with The Lean Way Consulting, I have used it quite extensively. Starting with visioning positive outcomes and working backwards to find a way to achieve these many times uncovers root causes of existing problems. I find conflicting viewpoints of this process with many Lean and Six Sigma practitioners but I could safely say the majority are very skeptical. In a recent podcast with Matt Wrye, Developing a Learning A3 I uncovered that he was a a certified Shainin Red X Journeyman. If you are not familiar with Shainan, don’t feel alone.  Shainin is probably one of the least known structured problem solving methodology. It has always intrigued me because of its approach of focusing on the Effect to find the Cause (Y to X) versus the traditional X to Y. The traditional way of problem solving (X to Y) list potential causes or variables (Xs or CTQs) through brainstorming and engineering judgment then test to see if the Xs have an effect on the Y. From Wikipedia: Dorian Shainin's development of the “Red X” concept originated from his association with Joseph Juran. In the 1940s Juran coined and popularized the notion of “the vital few and trivial many,” also known as “The Pareto Principle. Shainin recognized that the Pareto principle could be applied effectively to the solving of variation problems. Shainin concluded that, amongst the thousands of variables that could cause a change in the value of an output, one cause-effect relationship had to be stronger than the others. Shainin called this primary cause the “Big Red X”. Shainin asserted that his application of statistical methods was more cost-effective and simpler than Taguchi methods. In order to determine the "Red X," Shainin would swap pairs of parts between functional and faulty equipment until the one part responsible for the failure is discovered. Shainin would claim that he could often find the primary defective part within a dozen paired swaps. Shainin's policy of "talking to the parts" was the primary distinguishing factor that set his methods apart from Taguchi's. In classical or Taguchi DOE (Design of Experiments), engineers would brainstorm to form hypotheses regarding possible causes of a problem. Shainin's methods postpone this theoretical step, requiring first the diagnosis of causes via one or more of four clue generation techniques designed to determine, through the empirical testing of the actual parts in question, the root cause, or "Red X". Matt offered me a brief overview of Shainin in this interview. I find the Shainin approach very closely resembling an Appreciative Inquiry approach. However, it is backed with a much stronger statistical analysis that may be better suited for some. Shainin’s approach may offer the bridge needed in the rapid changing world we live in. Shainin's policy of "talking to the parts” could be the statistical alternative needed for Lean Sales and Marketing. “playing in the customer’s playground.” P.S. In Shainin DOE, it is said: “We talk to the parts. The parts and process are smarter than the engineers.” In Lean Sales and Marketing via SD-Logic (The Service-Dominant Logic of Marketing by Stephen Vargo and

Since being introduced to Appreciative Inquiry by Ankit Patel principal partner with The Lean Way Consulting, I have used it quite extensively. Starting with visioning positive outcomes and working backwards to find a way to achieve these many times uncovers root causes of existing problems. I find conflicting viewpoints of this process with many Lean and Six Sigma practitioners but I could safely say the majority are very skeptical. In a recent podcast with Matt Wrye, Developing a Learning A3 I uncovered that he was a a certified Shainin Red X Journeyman. If you are not familiar with Shainan, don’t feel alone.  Shainin is probably one of the least known structured problem solving methodology. It has always intrigued me because of its approach of focusing on the Effect to find the Cause (Y to X) versus the traditional X to Y. The traditional way of problem solving (X to Y) list potential causes or variables (Xs or CTQs) through brainstorming and engineering judgment then test to see if the Xs have an effect on the Y. From Wikipedia: Dorian Shainin's development of the “Red X” concept originated from his association with Joseph Juran. In the 1940s Juran coined and popularized the notion of “the vital few and trivial many,” also known as “The Pareto Principle. Shainin recognized that the Pareto principle could be applied effectively to the solving of variation problems. Shainin concluded that, amongst the thousands of variables that could cause a change in the value of an output, one cause-effect relationship had to be stronger than the others. Shainin called this primary cause the “Big Red X”. Shainin asserted that his application of statistical methods was more cost-effective and simpler than Taguchi methods. In order to determine the "Red X," Shainin would swap pairs of parts between functional and faulty equipment until the one part responsible for the failure is discovered. Shainin would claim that he could often find the primary defective part within a dozen paired swaps. Shainin's policy of "talking to the parts" was the primary distinguishing factor that set his methods apart from Taguchi's. In classical or Taguchi DOE (Design of Experiments), engineers would brainstorm to form hypotheses regarding possible causes of a problem. Shainin's methods postpone this theoretical step, requiring first the diagnosis of causes via one or more of four clue generation techniques designed to determine, through the empirical testing of the actual parts in question, the root cause, or "Red X". Matt offered me a brief overview of Shainin in this interview. I find the Shainin approach very closely resembling an Appreciative Inquiry approach. However, it is backed with a much stronger statistical analysis that may be better suited for some. Shainin’s approach may offer the bridge needed in the rapid changing world we live in. Shainin's policy of "talking to the parts” could be the statistical alternative needed for Lean Sales and Marketing. “playing in the customer’s playground.” P.S. In Shainin DOE, it is said: “We talk to the parts. The parts and process are smarter than the engineers.” In Lean Sales and Marketing via SD-Logic (The Service-Dominant Logic of Marketing by Stephen Vargo and Robert Lusch); we must co-create value with a customer through use. There is no value from our product or service till they are used. Related Information: The Starting Point for Lean Sales and Marketing Lean Marketers concentrate on SOAR vs. SWOT If the facts don’t fit the theory, change the facts! Root Cause Analysis of Success

Since being introduced to Appreciative Inquiry by Ankit Patel principal partner with The Lean Way Consulting, I have used it quite extensively. Starting with visioning positive outcomes and working backwards to find a way to achieve these many times uncovers root causes of existing problems. I find conflicting viewpoints of this process with many Lean and Six Sigma practitioners but I could safely say the majority are very skeptical. In a recent podcast with Matt Wrye, Developing a Learning A3 I uncovered that he was a a certified Shainin Red X Journeyman. If you are not familiar with Shainan, don’t feel alone.  Shainin is probably one of the least known structured problem solving methodology. It has always intrigued me because of its approach of focusing on the Effect to find the Cause (Y to X) versus the traditional X to Y. The traditional way of problem solving (X to Y) list potential causes or variables (Xs or CTQs) through brainstorming and engineering judgment then test to see if the Xs have an effect on the Y. From Wikipedia: Dorian Shainin's development of the “Red X” concept originated from his association with Joseph Juran. In the 1940s Juran coined and popularized the notion of “the vital few and trivial many,” also known as “The Pareto Principle. Shainin recognized that the Pareto principle could be applied effectively to the solving of variation problems. Shainin concluded that, amongst the thousands of variables that could cause a change in the value of an output, one cause-effect relationship had to be stronger than the others. Shainin called this primary cause the “Big Red X”. Shainin asserted that his application of statistical methods was more cost-effective and simpler than Taguchi methods. In order to determine the "Red X," Shainin would swap pairs of parts between functional and faulty equipment until the one part responsible for the failure is discovered. Shainin would claim that he could often find the primary defective part within a dozen paired swaps. Shainin's policy of "talking to the parts" was the primary distinguishing factor that set his methods apart from Taguchi's. In classical or Taguchi DOE (Design of Experiments), engineers would brainstorm to form hypotheses regarding possible causes of a problem. Shainin's methods postpone this theoretical step, requiring first the diagnosis of causes via one or more of four clue generation techniques designed to determine, through the empirical testing of the actual parts in question, the root cause, or "Red X". Matt offered me a brief overview of Shainin in this interview. I find the Shainin approach very closely resembling an Appreciative Inquiry approach. However, it is backed with a much stronger statistical analysis that may be better suited for some. Shainin’s approach may offer the bridge needed in the rapid changing world we live in. Shainin's policy of "talking to the parts” could be the statistical alternative needed for Lean Sales and Marketing. “playing in the customer’s playground.” P.S. In Shainin DOE, it is said: “We talk to the parts. The parts and process are smarter than the engineers.” In Lean Sales and Marketing via SD-Logic (The Service-Dominant Logic of Marketing by Stephen Vargo and