THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: March 7, 1998 04:14 PM Saturday;
Reviewed Andy Grove's book "Only the Paranoid Survive."
..........Leadership and technology, partnership for change
...................Only the Paranoid Survive
2...Little Cat Feet Strategic Change Arrives Quietly Unannounced
3...New Realities When 1 of 6 Factors Suffers 10 Fold Change
4...10X Force Factor Strategic Inflection Points Mandate Change
5...Strategic Inflection Points 10X Must be Sought by Alert Management
..............People do not have time to think!
6...Grove can allocate to himself the time he determines is necessary for
....Enabling Forces Eventually Align Then Massive Change Occurs Fast
....Little Deviations in Beginning Cause Major Change and Murphy's Law
....Time Management Problem Points to a Quantum Leap in Productivity
7...Familiar Things Work in Familiar Ways Resists Improvement
8...Inertia of Success Undermines Vigilence; Needs Leadership
9...Leadership with a Broader Vision Helps People Help Themselves
10...Common Sense Blinds Leaders to New Ideas, New Business Environment
11...Leadership Shapes Future Before New Ideas Broadly Accepted
12...Early Movers Lead and Shape Future Before New Ideas Broadly Accepted
13...Strategic Dissonance Reflects Ignorance, Fear, Denial
14...Alignment Between Talk and Action Requires Strong Leadership
.....The difference between "fearing" and "stressing" accountability
15...Grove questions executives who spend time on mergers and changing the
16...Feedback Easy to Advocate, Hard to Implement Against Resistance
17...Notice of Problems by Cassandras Essential Communication Metric
18...Cassandras Essential Communication Metric Early Notice of Problems
19...Communication Metric Early Notice of Problems by Cassandras
20...Meetings People Point Fingers Anger Blame Cannot Point to the Record
21...Conflict Meetings Aggressive Disputes Release New Ideas
22...Constructive Confrontation Exploits Aggressive Conflict Meetings
23...Feedback Questions Metric of Leadership, Discover and Fix Mistakes
24...Pilot Testing Crummy Ideas Solves Innovation Loop
25...Innovation Loop Solved by Pilot Testing Crummy Ideas
26...Experiment with Different Methods to Avoid Innovation Blindspots
27...Grove Solves "Innovation Loop" by Experimenting with Crummy Ideas
28...Faster, Better, Cheaper Intelligence - Test, Evaluate, Decide
29...Build and Maintain Shared Meaning
30...Surviving Strategic Inflection Point, Change Begins with Vision
31...Lotus Notes New Software to Improve Productivity
32...Leadership with Broader Vision Builds Strong Managers
33...Indecision of Managers Avoided by Leadership with a Broader Vision
Click here to comment!
1...Intel might experiment to discover how well Andy Grove's lessons of a
0201 - Intel Corporation
020101 - Mr. Andrew Grove; President
Ambassador for Change
Grove Management Method, Thorough Notes,
Only the Paranoid Survive, Andy Grove 1996
Communication Metrics Objectives for Technology Supported by Grove's
1107 - ..
1108 - Summary/Objective
110901 - Follow up ref SDS A8 5900, ref SDS 96 5593.
110903 - ..
110904 - Grove supports a lot of ideas related to "business intelligence" that
110905 - are part of Communication Metrics, ref SDS B4 3668, defined on 950327,
110906 - ref SDS 31 0000, and which Morris calls the Welch Management Method.
110907 - ref SDS 62 3703 He suggests experimenting with new methods to test
110908 - value added. ref SDS 0 3416
110910 - ..
110911 - Part 2 of this record is at ref SDS B4 1660
110913 - [On 980226 IBM announced plan to market "business intelligence"
110914 - and expects $70B market by year 2000, indicating growing need for
110915 - better management, ref SDS B1 0000, per Grove's idea. ref SDS B4
110916 - 3668]
110918 - ..
110919 - [On 980412 CBS News 60 Minutes broadcast program explaining
110920 - problem of information overload, indicating need for solution.
110921 - ref SDS C2 0000]
110923 - ..
110924 - [On 011003 productivity paralyzed by information overload that
110925 - paralyzes productivity; analysis hopeless quagmire of complexity.
110926 - ref SDS H3 0001
110937 - ..
110938 - Grove says "strategic inflection points" are big changes in conditions
110939 - that require leadership to change peoples' perspective, improve skills
110940 - and work practices. The microprocessor changed the computer industry,
110941 - spawning a relative decline by IBM and rise by Intel, Microsoft and
110942 - Compaq.
110944 - ..
110945 - Grove sees the Internet as a strategic inflection point. ref SDS B4
110946 - 3495 His emphasis on "time management" ref SDS B4 1722 and the need
110947 - for executives to analyse communications, ref SDS B4 3668, supports
110948 - using Communication Metrics to make the Internet an asset rather than
110949 - a liability for the management process. ref SDS B4 4485
110951 - ..
110952 - Change, however, is resisted especially by those who have attained
110953 - success. "Common sense" leads people to rely on existing skills and
110954 - experience that brought past success. ref SDS 0 3740 Grove notes that
110955 - waiting until change becomes clear is too late for many organizations
110956 - to be saved. Leadership must be alert to discover small signs of a
110957 - "new reality" emerging, ref SDS 0 2680, and must lead the organization
110958 - toward transition in time to avoid being swept away by continuing
110959 - tides of change. Grove says this is not easy nor fun.
110961 - ..
110962 - This review supports proposal for Intel to evaluate Communication
110963 - Metrics, including hold a seminar on technology and leadership,
110964 - partnership for change; ref SDS 83 4109 and also the...
110966 - ..
110967 - Proposal to CRF Films for a management training film on Communication
110968 - Metrics to realize the dream of better productivity on the Information
110969 - Highway. ref SDS A9 0000 and ref SDS B0 0000
110971 - [On 980313 industry report of lower sales despite lower prices.
110972 - ref SDS B6 1331]
110974 - ..
110975 - [On 980414 Intel reports reduced earnings and layoffs. ref SDS C3
110976 - 3559]
110978 - ..
110979 - [On 980421 received call from CRF Films on their progress
110980 - reviewing proposal for management training film on business
110981 - communications. ref SDS C5 3507]
110985 - ..
1112 - Background
111301 - On 950927 Dave Vannier was asked to make a presentation at the PMI
111302 - Asilomar Conference in July 1996 on how Intel's work supports...
111304 - ..
111305 - Leadership and technology, partnership for change
111307 - ...based on Dave's interview in Byte magazine, reviewed on 910418,
111308 - saying Intel was trying to produce technology that improves daily
111309 - management. ref SDS 42 8943
111311 - ..
111312 - On 960401 Morris mentioned Grove's reputation as an effective manager.
111313 - ref SDS 62 3703 On 960507 Dave Vannier was asked to get a quote from
111314 - Grove for the Asilomar Conference. ref SDS 64 5849
111316 - ..
111317 - On 970603 discussed providing Communication Metrics support for an
111318 - Intel project to grow the market for high performance PCs. ref SDS 82
111319 - 7499 Dave needed support for organizational memory to build and
111320 - maintain common views among his project staff. ref SDS 82 5803
111322 - ..
111323 - Grove was interviewed on 971221 about his book and as Time Man of the
111324 - Year, ref SDS A8 0000,
111326 - ..
111327 - Grove was lauded by Forbes ASAP article in 1996 as a strong leader,
111328 - per review at 960304. ref SDS 56 8582
111332 - ..
1116 - Progress
111701 - Prompted by announcement yesterday of reduced earnings by Intel, I
111702 - purchased Grove's book. ref SDS B2 1917,
111704 - ..
111705 - Broke it up into sections. ref OF 1 1445
111707 - Only the Paranoid Survive
111709 - How to survive the crisis points that challenge every
111710 - company and career.
111712 - ..
111713 - We went to Barnes & Nobel in Concord near Target. They were sold out,
111714 - but referred us to another Barnes & Nobel in Pleasanton.
111716 - ..
111717 - We went shopping in the Concord Mall, and saw a Walden's book store,
111718 - so purchased the book there for $30 including tax.
Ambassador for Change Change & Buy In Business Engineering, 930216
Fears Accountability of Metrics, Destroy Intellectual Capital Rather
Leadership Broader Vision Sees New Realities Helps People Help Themse
CEO Only Intelligence Resource in Organization
Implode Management Information Overload Entropy Not Enough Time to Th
Proactive Problem Handling Intelligence Discover Opportunities Not Wr
Discover Little Deviations in Beginning to Avoid Crisis Calamity Loss
10X Strategic Inflection Points Change in Business Force New Realitii
Familiar Things Familiar Ways People Resist Don't Want to Learn Anoth
New World Order Needs New Skills, Tools Create Better World Order
Strategic Inflection Points 10X Change in Business Force New Realitii
New Reality Communication Biggest Risk in Enterprise
481501 - ..
481502 - Little Cat Feet Strategic Change Arrives Quietly Unannounced
481503 - New Realities When 1 of 6 Factors Suffers 10 Fold Change
481504 - 10X Force Factor Strategic Inflection Points Mandate Change
481505 - Strategic Inflection Points 10X Must be Sought by Alert Management
481507 - Grove sounds the alert that "strategic inflection points" are new
481508 - realities of the business environment that arrive quietly, with
481509 - "little cat feet," discussed further below, ref SDS B4 2051, which
481510 - require early efforts to transition in order to avoid being swept away
481511 - by a tidal wave of change. Similarly, executives are frustrated when
481512 - small, inconsequential details that seem like unnecessary overkill to
481513 - fix, later explode into major problems, reported on 921127.
481514 - ref SDS 17 0674 Below, Grove urges leadership to be proactive as an
481515 - early mover, rather than wait to follow others. ref SDS 0 N14G
481517 - ..
481518 - On page 30 and 31 Grove says...
481520 - Things happen to your business that didn't before, your business
481521 - no longer responds to your actions as it used to. It is times
481522 - like this that the telling phrase "Something has changed" is apt
481523 - to come up." ref OF 1 TJ9G
481525 - [On 000822 Craig Barret reports problems occurred because
481526 - Intel management "dropped the ball." ref SDS G6 KO4N
481528 - ..
481529 - This aligns with Drucker who warns of "new realities" which require
481530 - managers to improve work practices to meet the challenge of faster
481531 - pace of information. see 931130. ref SDS 21 1855 On 940911 Tofflers
481532 - make same point in their book "Future Shock." ref SDS 40 4E3N
481534 - ..
481535 - Information Highway overwhlems limited span of attention, causing
481536 - chronic information overload, is a new reality, cited by Grove in
481537 - section two (2) of the review, ref SDS B4 3151, and illustrated by the
481538 - common phrase -- "I don't have time to think" reported on 970910.
481539 - ref SDS 99 3479
481541 - [On 980815 article says U.S. "Intelligence" failures stem from
481542 - too much information, not enough understanding. ref SDS D4 2424]
481544 - ..
481545 - [On 990527 "Disruptive Technology" in "The Innovators Dilemma"
481546 - explains challenge of evolutinoary change. ref SDS E7 9711]
481548 - ..
481549 - Drucker is quoted on the front page:
481551 - This terrific book is a dangerous book. It will make people
481552 - think.
481554 - ..
481555 - Drucker's book "Management: Tasks, Responsibilities, Practices, is
481556 - reviewed on 931130, ref SDS 20 3937, explaining that "analysis" is a
481557 - core management task. ref SDS 21 7911 Drucker does not address in his
481558 - endorsement how Grove's book will make people think, who do not have
481559 - enough time.
481561 - [On 991025 Grove's article in Atlantic Monthly proposes that
481562 - technology routinize good management practice by implementing
481563 - ideas from cognitive science. ref SDS F8 0785
481565 - ..
481566 - Intel may have encountered a strategic inflection point based on
481567 - reporting that....
481569 - People do not have time to think!
481571 - ...cited in the record on 950927, ref SDS 42 5002, see below.
481572 - ref SDS B4 3151
481574 - [On 980807 article says people need time for reflection and are
481575 - overwhelmed by information. ref SDS D2 2426]
481578 - ..
481579 - Grove can allocate to himself the time he determines is necessary for
481580 - thinking. see ref SDS B4 2189
481582 - ..
481583 - How does Grove help subordinate managers allocate time to "think," in
481584 - light of the record on 970910, citing Kissinger and others, who worry
481585 - that management is a process of continual bumbling because nobody has
481586 - time to think? ref SDS 99 3479
481588 - [On 010725 Dupty Director State Agency says Com Metrics requires
481589 - authority to allocate time for capturing the record, and asking
481590 - questions to get feedback that sharpens understanding.
481591 - ref SDS H1 RB6J
481593 - ..
481594 - Text books calling for....
481596 - managing for accountability
481598 - ...reviewed 970829, ref SDS 98 6666, is turned on its head, as people
481599 - scramble to use good communication skills for avoiding accountability,
481600 - explained in POIMS, ref OF 7 4079, because senior level support is
481601 - lacking for Communication Metrics which Grove has learned is essential
481602 - for success. ref SDS B4 3101
481604 - ..
481605 - Drucker characterizes "management" as having "responsibilities," which
481606 - require accountability. ref SDS 20 3937 However, managers fear
481607 - accountability. as reported a month later on 980405. ref SDS C0 5065
481609 - ..
481610 - Can Communication Metrics help CEOs help their executives and managers
481611 - shoulder accountability, per analysis of article on Gordon Smith, CEO
481612 - of PG&E. ref SDS B9 5656
481615 - ..
481616 - Enabling Forces Eventually Align Then Massive Change Occurs Fast
481617 - Little Deviations in Beginning Cause Major Change and Murphy's Law
481619 - Grove says on page 31 that nobody will ring a bell to call your
481620 - attention to the fact that you are entering into such a transition.
481621 - It's a gradual process; the forces start to grow and, as they do,
481622 - the characteristics of the business begin to change. ref OF 1 4N6J
481624 - ..
481625 - Grove describes on page 107 the challenge of being alert to little
481626 - things that portend change before they grow into big problems.
481627 - ref OF 3 2266 Because new realities arrive quietly, with "little
481628 - cat feet, ref SDS B4 2051, there is strong denial and resistance to
481629 - improve by senior management due to isolation, and the desire to
481630 - work on familiar things in familiar ways, cited below. ref SDS 0
481631 - 3740 Morris Jones at Chips and Technologies reported frustration
481632 - on 921127 that little inconsequential details which seem like
481633 - overkill to address later explode into major problems. ref SDS 17
481634 - 0674
481636 - [On 980423 2123 "Path to Paradise" HBO movie broadcast 970614,
481637 - dramatizes terrorists bomb World Trade Center in New York on
481638 - 930226; intelligence mistakes ignored repeated signals and
481639 - warnings as too small and inconsequential for taking action in
481640 - time to prevent collosal catastrophy. ref SDS C6 AK5J
481642 - ..
481643 - [On 030222 Columbia Space Shuttle exploded on re-entry from a
481644 - trip to the International Space Station; correspondence showed
481645 - problems were known at time of take-off; NASA management
481646 - claimed they were not informed. ref SDS I1 0001
481648 - ..
481649 - Below, Grove is critical of CEOs who devote time to mergers
481650 - because they are familiar with those details, while ignoring
481651 - details that impact productivity. ref SDS 0 4316
481653 - ..
481654 - Grove's observation correlates with Aristotle's warning about
481655 - the compounding effect of small mental mistakes that eventually
481656 - result in catastrophy, cited in the New World Order... paper.
481657 - ref OF 8 6056 as an explanation of "Murphy's Law." ref OF 8
481658 - 2536
481660 - ..
481661 - The challenge of meeting new realities and overcoming denial is
481662 - discussed below. ref SDS B4 1660
481664 - ..
481665 - Grove cites the math error in the Pentium chip in 1994 as a
481666 - harbinger of basic change in the market that required organizations
481667 - previously impervious to public scrutiny to suddenly become
481668 - directly involved with short-term consumer attitudes.
481670 - [On 980311 Reuters reported Intel intiative to provide direct
481671 - customer support for computers. ref SDS B5 2582]
481673 - ..
481674 - [On 000822 Craig Barret reports problems occurred because Intel
481675 - management "dropped the ball." ref SDS G6 KO4N
481677 - ..
481678 - Grove's explanation of "strategic inflection points" is similar to
481679 - changes in the evolution of species noted by Steven Pinker in his
481680 - book...
481682 - How the Mind Works
481684 - ...pointing out that evolution seems to bunch up. When a
481685 - "critical mass" of factors accumulate, eventually enabling
481686 - forces come into alignment; then swift and massive change can
481687 - occur in a cascading effect until a new equilibrium occurs that
481688 - stabalizes new realities and forces.
481690 - ..
481691 - Thus, change in a business, an industry, a nation, a family, all
481692 - likely occur through a fundamental process of evolution. The whole
481693 - thing is "organic," a function of time and motion acting on
481694 - elements.
481696 - [On 990527 Clay Christensen describes disruptive technologies
481697 - that change the character of markets rendering sustaining
481698 - technologies obsolete and good management practices for giving
481699 - people what they want fruitless, because people suddently want
481700 - what they need. ref SDS E7 KS4O
481702 - ..
481703 - [On 040312 locality principle and 2nd law of thermodynamics are
481704 - elemental forces of nature that devolve organization toward
481705 - rising entropy, chaos, loss, conflict, crisis, and calamity,
481706 - which can be avoided only by adding energy to connect cause and
481707 - effect that yields the power of knowledge to predict the
481708 - future. ref SDS I3 YH4G
481710 - ..
481711 - Communication Metrics defined on 950327 is a fundamental change in
481712 - the process of "knowledge work" that fuels human progress.
481713 - ref SDS 31 8492
481715 - [On 000716 professor Joseph Ransdell advised that Communication
481716 - Metrics offers a unifying theory of management that has been
481717 - sought since the 17th century, and is enabled by SDS to
481718 - leverage capacity to think, remember and communicate.
481719 - ref SDS G5 7838
481721 - ..
481722 - Drucker says that management is the key "knowledge work" that makes
481723 - organizations productivity. ref SDS 20 8229
481725 - ..
481726 - Under Grove's definition, the strategic inflection point of
481727 - management is technology that overwhelms human span of attention.
481728 - The the human mind is unable to convert a constant stream of
481729 - information into the knowledge needed to manage effetively. ref SDS
481730 - 0 3151
481732 - ..
481733 - Management is reduced to a comedy of errors, cited by Henry
481734 - Kissinger on 940609, ref SDS 25 4238, Peter Drucker on 931130,
481735 - ref SDS 21 1855, and others on 970829. ref SDS 98 2878
481737 - [On 980613 article describes a "tsuanami of data crashing on the
481738 - beaches of civilization." ref SDS C9 1706]
481740 - ..
481741 - [On 980815 article says U.S. "Intelligence" failures stem from
481742 - too much information, not enough understanding. ref SDS D4 2424]
481744 - ..
481745 - Evidence of this problem was discussed with Dave Vannier in the
481746 - letter dated 960223. ref DIP 1 0034
481748 - ..
481749 - This new reality, i.e., strategic inflection point, presents risks
481750 - and opportunities, set out in the New World Order... paper.
481751 - ref OF 8 7928 and discussed below. ref SDS B4 1660
481754 - ..
481755 - Time Management Problem Points to a Quantum Leap in Productivity
481757 - Grove recognizes the difficulty of effective "time management"
481758 - under a growing new reality of the Information Highway. ref SDS B4
481759 - 1722
481761 - The alphabet was a fundamental change or "inflection point" for
481762 - civilization that yielded massive change in human productivity
481763 - beginning about 150 years ago when basic education in using the
481764 - alphabet to capture, formulate, preserve, convey and retrieve
481765 - information, became universal. ref OF 8 5541
481767 - ..
481768 - Possibly Communication Metrics that produces knowledge by adding
481769 - "intelligence" to information, ref OF 8 2247, is another
481770 - strategic inflection point where old tools are combined with new
481771 - ones in order to lift once again fundamental human capacity to a
481772 - new plateau, per New World Order paper. ref OF 8 7055
Overwhelming Tendency Bad Management Work on Familiar Things in Famil
Bad Management Cheaper than Good Management in the Moment Failure Cos
Resist Improvement People Like to Work on Familiar Things in Familiar
Culture Resists Usefulness New Way of Working Until Critical Mass Ena
Grove, Andy People Like to Work on Familiar Things in Familiar Ways I
People Like to Work on Familiar Things in Familiar Ways Inertia of Su
New Way Working Do New Things Improve Management Productivity Earning
Familiar Things Familiar Ways Andy Grove Experience at Intel Shows P
Inertia of Success People Like to Work on Familiar Things in Familia
Change Resisted Culture Resists Improvement Familiar Things in Famil
751301 - ..
751302 - Familiar Things Work in Familiar Ways Resists Improvement
751303 - Inertia of Success Undermines Vigilence; Needs Leadership
751304 - Leadership with a Broader Vision Helps People Help Themselves
751305 - Common Sense Blinds Leaders to New Ideas, New Business Environment
751307 - The desire to work in familiar ways on familiar things is explained by
751308 - Grove on page 126 as the desire to rely on skills and experience that
751309 - seemed to bring favorable results, and so engender an...
751312 - ..
751313 - inertia of success
751316 - ..., ref OF 3 2704, which then reinforces denial. ref SDS 0 2044 The
751317 - combination of success along with laziness and limited time to
751318 - investigate forces that are creating new realities where methods that
751319 - brought prior success are no longer effective, discussed above,
751320 - ref SDS 0 6148, innoculates people against improvement by being
751321 - willfully blind to learning solutions for saving time and money.
751323 - ..
751324 - Grove explains a practice of confrontation at Intel to facilitate
751325 - common understandings on improving the work. ref SDS 0 0261
751327 - ..
751328 - The basic problem is that people value appearance more than a well
751329 - ordered record essential to make sense of complexity on the job,
751330 - reviewed on 890523. ref SDS 3 A53H
751332 - ..
751333 - On 950204 Morris describes Rod as a gifted scribe, to avoid the burden
751334 - of learning to use SDS, and instead proposes anyone could produce SDS
751335 - work product for working intelligently by using a lot of conventional
751336 - information technologies with greater diligence. ref SDS 28 4365
751338 - [...in another record today, Intel founder Gordon Moore suggested
751339 - empowering people to overcome cultural barriers against improvement
751340 - for saving time and money, ref SDS B4 1660, by changing attitudes
751341 - that loathe change. ref SDS B4 1657
751343 - ..
751344 - [On 020823 John Maloney advocates using normal email practices
751345 - rather than a new way of working intelligently. ref SDS H9 H28F
751347 - ..
751348 - [On 030407 Gary Johnson at Boeing lists common IT methods,
751349 - ref SDS I2 6X43 and other software tools used for Knowledge
751350 - Management, which are largely replaced by SDS. ref SDS I2 6Q4H
751352 - ..
751353 - Below, Grove discusses strategic disonnance that resists improvement
751354 - by people who advocate improvement. ref SDS 0 5517
751356 - [On 020504 study shows professional standards for communication
751357 - practices and requirements on good management specified in FAR,
751358 - ISO, Health Care, Covey, Drucker, law, contract notice provisions,
751359 - and 2,000 years of literacy for contemporaneous documentation for
751360 - alignment and feedback to work intelligently, quickly, and
751361 - accurately are ignored in government, business, health care, every
751362 - sector. ref SDS H6 NS6F
751364 - ..
751365 - Grove recognizes people resist improvement by denying the character of
751366 - work is changing, and so deny learning to do new things differently is
751367 - needed, called out by Drucker, reviewed on 931130, ref SDS 21 1DW2,
751368 - rather than working harder to do things better. People often say they
751369 - will work harder because that seems easier than learning new skills,
751370 - as reported on 890809. ref SDS 4 2079 Yet, rarely does anyone work
751371 - hard enough to overcome new realities that make current communication
751372 - practices the biggest risk in enterprise where information overload
751373 - compounds complexity that overwhelms span of attention to cause loss,
751374 - conflict, crisis and calamity, because people are already working
751375 - hard, so there is not enough time to work harder.
751377 - [On 001126 Eugene Kim proposes performing Knowledge Mangement by
751378 - working harder using greater diligence to perform Information
751379 - Management, rather than use SDS. ref SDS G7 QW8I
751381 - ..
751382 - Denial resisting improvement was reviewed on 940508. ref SDS 24 1926,
751383 - and on 951011, ref SDS 44 3867, noted, as well, by Grove, below, that
751384 - managers loathe change, yet must change one way or the other to adjust
751385 - to new realities. ref SDS B4 1660
751387 - [On 011210 improving work practices takes period of 50 years for
751388 - established culture to adopt new way of working. ref SDS H4 R66K
751390 - ..
751391 - [On 020618 SDS records on the Internet show benefits of good
751392 - management; creates desire to work intelligently, but seems out
751393 - of reach using familiar technology and methods everygody likes.
751394 - SDS explicit links change attitudes from getting by with bad
751395 - management that seems fast and easy, to using good management
751396 - because SDS makes working intelligently to save time and money
751397 - fast and easy. ref SDS H8 MU6H
751399 - ..
751400 - "Walking through the valley of death" describes the difficulty of
751401 - getting successful executives to improve earnings by changing work
751402 - practices that are gradually becoming outmoded by new realities. see
751403 - ref SDS B4 0502,
751405 - ..
751406 - On 920128 leadership must help people overcome fear of change that is
751407 - essential to avoid future danger, which people cannot see due to near
751408 - term focus on immediate concerns. ref SDS 13 1199 On 970703
751409 - leadership helps busy people overcome ignorance, fear and denial that
751410 - better methods are needed. ref SDS 85 9603 The ability to help people
751411 - help themselves is called "leadership with a broader vision" in NWO.
751412 - ref OF 8 2864
751414 - [On 980722 Morris explained executives have difficulty learning
751415 - SDS needed for effective business intelligence. ref SDS D0 0834]
751417 - ..
751418 - [On 990525 engineers just want to work on technology, want to
751419 - avoid analysis required for good management. ref SDS E5 0966
751421 - ..
751422 - [On 990527 Christensen in his book "The Innovator's Dilemma"
751423 - warns that managers do not have the luxory of "trial and error"
751424 - needed to discover how to use disruptive technology. ref SDS E7
751425 - 0703]
751427 - ..
751428 - [On 990527 cultural resistance prevents managers from using new
751429 - tools and methods to improve earnings. ref SDS E7 1233]
751431 - ..
751432 - [On 990527 success in sustaining technology causes failure by
751433 - disruptive technology. ref SDS E7 5258]
751435 - ..
751436 - [On 990712 executive objects to clicking on links to get timely
751437 - "intelligence." ref SDS F0 5837
751439 - ..
751440 - [On 990713 executive isolated from effects of poor management,
751441 - results in "intelligence" being alien concept. ref SDS F1 2150]
751443 - ..
751444 - [On 990912 culture of denial prevents improving medical practice
751445 - to reduce mistakes. ref SDS F3 0001]
751447 - ..
751448 - [On 991001 denial that communication mistakes caused delayed
751449 - release of 820 chipset. ref SDS F5 3588]
751451 - ..
751452 - [On 000614 Eric Armstrong reports software engineers don't like
751453 - to use new tools that improve programming. ref SDS G4 1938
751455 - ..
751456 - [On 000920 bad management overwhelming attractive requires doing
751457 - nothing.
751459 - ..
751460 - On 951010 Bill Walsh described how both failure and success blinds
751461 - people to what is required for success. ref SDS 43 9558
751463 - ..
751464 - On 971017 managers are the last bastion of Ludites. ref SDS A2 1217
751466 - ..
751467 - Grove describes the need for change arrives quietly with "little cat
751468 - feet" that are even harder to hear above the resounding applause that
751469 - reinforces "inertia of success." ref SDS B4 2051
751471 - ..
751472 - Resisting change is a strength while conditions remain stable so that
751473 - old skills and prior experience are effective for sustaining
751474 - technologies, under the rule of...
751477 - c o m m o n s e n s e
751480 - ...per New World Order... ref OF 8 3598, and review of resistance
751481 - to new methods on 951011. ref SDS 44 1341
751483 - ..
751484 - Grove warns that diligence is essential to avoid the inertia of
751485 - success, i.e., common sense, cited above, ref SDS 0 3740, that leads
751486 - to denial, refusal to see, ref SDS 0 2044, willfully blind of the fact
751487 - that a new reality, ref SDS B4 3151, is emerging for the practice of
751488 - management that requires better methods, skills and tools. Below, he
751489 - explains frustration when people "just don't get it!" ref SDS B4 2648
751491 - ..
751492 - Diligence is not easy and it is not fun. ref SDS B4 3761
751494 - [On 990527 Christensen's book "The Innovator's Dilemma," warns
751495 - that skills, products and services are at risk to "disruptive
751496 - technologies, which require vigilence to discover through trial
751497 - and error, how the environment is evolving. ref SDS E7 9711]
Leadership Early Mover
Early Movers Leadership Shape New Markets
Investment to Innovate Discover New Solutions Essential Requirement
Leadership Early Mover Shapes Future Before New Ideas Broadly Accept
820701 - ..
820702 - Leadership Shapes Future Before New Ideas Broadly Accepted
820703 - Early Movers Lead and Shape Future Before New Ideas Broadly Accepted
820705 - Grove reports Intel aligned all technical developments to support an
820706 - unproven concept in order to shape the future by being an early mover,
820707 - before ideas have broad currency, ref OF 4 3552 Becoming an early
820708 - adopter before people are 100% sure of success requires courage to
820709 - invest sunshine profits for discovering and developing innovations
820710 - that improve productivity, noted by Morris on 890809, ref SDS 4 YM5N,
820711 - and advocated by Drucker in the record on 931130. ref SDS 20 1504
820713 - ..
820714 - Experimenting develops proof of concept for unproven innovation, noted
820715 - by Grove below. ref SDS 0 3416 On 950710 Tom Landauer explains need
820716 - to experiment for discovering useful innovations. ref SDS 37 0582
820718 - ..
820719 - Demanding proof of cost savings prior to action is an excuse for
820720 - avoiding responsiblity to discover through experiment improvements
820721 - that secure the future. ref SDS 0 3416
820723 - [On 990527 Christensen's book "The Innovator's Dilemma" describes
820724 - need to experiment to discover "disruptive technology" that grows
820725 - new markets. ref SDS E7 4720]
820727 - ..
820728 - [...cultural dynamics resist innovation. ref SDS E7 1233]
820730 - ..
820731 - [On 991014 executives have moral obligation to investigate and
820732 - experiment with methods that prepare for new realities of a
820733 - changing work environment. ref SDS F6 6156]
820735 - ..
820736 - [On 000116 despite policy to "experiment" cultural dynamics resist
820737 - innovation. ref SDS G2 0627]
820739 - ..
820740 - Demanding more proof of cost savings provides cover to avoid hard work
820741 - and responsiblity for knowledge that requires effort to experiment
820742 - with changing work practice. Since the cost of management mistakes
820743 - occur in future rework, and are borne by others, discussed on 970929
820744 - with Caltrans, ref SDS A0 1483, and in the NWO paper, ref OF 8 3158,
820745 - managers can safely say they are unaware of the need for change today
820746 - by deniability from failing to maintain organizational memory.
820748 - ..
820749 - An example is Robert MacNamera's book "In Retrospect," where he
820750 - notes the error of the Kennedy/Johnson administrations applying
820751 - WWII lessons, experience and methods 25 years later to the Vietnam
820752 - question. ref SDS 34 8830
820754 - ..
820755 - An example on 971017 is denial at USACE that Communication Metrics
820756 - is needed when miscommunication is rampant. ref SDS A2 6930, per
820757 - meeting on 971202. ref SDS A5 7488 and ref SDS A5 2122
820759 - ..
820760 - Grove himself notes the difficulty of reliance on "mental maps"
820761 - because the mind is forgiving of its own "ambiguity." see below at
820762 - ref SDS B4 3668 Mental maps, however, ambiguous or incorrect, are
820763 - reinforced by the "inertia of success."
Strategic Dissonance Difference between What Executives Say and What
Strategic Dissonnance Difference Between What Executives Say and Actu
Fast Study Bored by Lack of Crisis
Strategic Dissonnance Difference Between What Executives Say and What
Strategic Dissonance Good Management Practices are Easy to Advocate H
Denial Refusal to Admit the Magnitude of Problems
890901 - ..
890902 - Strategic Dissonance Reflects Ignorance, Fear, Denial
890903 - Alignment Between Talk and Action Requires Strong Leadership
890905 - Grove identifies "strategic dissonance" as the difference between
890906 - policy and action; between what people say they are doing or should be
890907 - doing, and what they are actually doing, ref OF 3 0840, because people
890908 - resist improvement. The inertia of success encourages people to work
890909 - on familiar things in familiar ways, per above. ref SDS 0 3740 Below,
890910 - he describes trying to get successful executives to improve the work
890911 - is like "walking through the valley of death." ref SDS B4 1660
890913 - ..
890914 - Above, Grove discusses Cassandras's who submit feedback are "welcome,"
890915 - which is not a common experience in organizations. ref SDS 0 5943
890917 - [On 000105 OOCL values call for people to take the initiative and
890918 - to innovate. ref SDS G1 0920]
890920 - ..
890921 - [On 000822 Intel's CEO reports bad management caused poor
890922 - performance. ref SDS G6 019R
890924 - ..
890925 - [On 001206 Intel reports lower earnings. ref SDS G9 0001
890927 - ..
890928 - [On 020823 John Maloney advocates deep, rigorous analysis, but
890929 - fails to provide analysis and complains about a new way of working
890930 - intelligently, requesting instead using familiar email practices
890931 - which experts say reduce productivity. ref SDS H9 H28F and,
890932 - ref SDS H9 S35J
890934 - ..
890935 - Grove cites the need for leadership to align organizational objectives
890936 - and actions, ref OF 1 9650; but, he does not explain a big cause of
890937 - strategic dissonance is "meaning drift," cited by Landauer in his
890938 - paper on human knowledge acquisition. ref SDS 66 3734 (below Grove
890939 - says writing copious notes helps avoid ambiguity. ref SDS B4 3668)
890941 - ..
890942 - Grove does not explain how to overcome organizational culture that
890943 - drives people to follow existing methods, so they are accepted based
890944 - on style and image, reported on 920402. ref SDS 15 0344 Below, he
890945 - urges managers not to be wimps, ref SDS 0 1091, and to experiment with
890946 - new methods, but Intel culture seems to resist. ref SDS 0 3416
890948 - ..
890949 - Grove describes on page 128 the struggle of executives and managers
890950 - "...to admit to ourselves consciously and explicitly the magnitude of
890951 - the problem we are struggling with." ref OF 3 3311
890953 - ..
890954 - Denial reflects fear of accountability and change due to ignorance,
890955 - including information density that overwhelms span of attention with
890956 - expanding complexity in the "fog of war" on the job (see NWO,
890957 - ref OF 8 159O), and compounded by being willfully blind under the
890958 - "inertia of success" Grove cites above, ref SDS 0 3740, as explained
890959 - by Bill DeHart 950330, ref SDS 32 8374, and example on 950223.
890960 - ref SDS 29 3855
890962 - [On 980403, managers "fear" accountability of business metrics
890963 - for communication, yet organization policy, ISO criteria and
890964 - classical management training all call for accountablity to be
890965 - "stressed," ref SDS B7 4129, discussed further on 980405.
890966 - ref SDS C0 2839]
890968 - ..
890969 - [On 990527 managers cannot afford to fail, creating prospect
890970 - that conformance to accepted methods creates vulnerability to
890971 - disruptive technology. ref SDS E7 0703]
890973 - ..
890974 - [On 991021 example of managers destroying the record, which
890975 - Grove says is needed to avoid ambiguity of mental maps.
890976 - ref SDS F7 2695
890978 - ..
890979 - [On 991207 mistakes attributed to bad luck. ref SDS F9 0001]
890981 - ..
890982 - [On 020522 ISO 9000 requirements for an audit trail
890983 - circumvented to avoid accountability for failure to follow FAR
890984 - requirements for good management. ref SDS H7 RJ4K
890987 - ..
890988 - The difference between "fearing" and "stressing" accountability
890989 - discussed with USACE on 971202, ref SDS A5 7453, seems to be a
890990 - classical example of strategic dissonance, grounded in "feel good
890991 - management, reviewed on 911123. ref SDS 8 1331
890993 - Similarly, having a policy to record events that impact price,
890994 - while eliminating practice to keep daily diary, per record on
890995 - 970317, ref SDS 79 5602, is another example.
890997 - ..
890998 - On 950412 CEO of Primavera attributed project failure to managers "who
890999 - do not tell the truth," may be an example of denial. ref SDS 33 3920
891001 - ..
891002 - On 950807, Wharton School of Business does not use the management
891003 - practices it teaches. ref SDS 39 2013
891005 - [On 990625 health care and other industries do not use effective
891006 - work pracitces they advocate as policy. ref SDS E8 4620]
891008 - ..
891009 - Work with Intel to prepare for the PMI NCC Asilomar Conference on
891010 - 960223, ref SDS 53 1429, is explained in the letter to Dave Vannier.
891011 - ref DIP 1 0035
891013 - ..
891014 - Other possible examples of denial are listed in the record on 950327
891015 - defining Communication Metrics. ref SDS 31 0200
891017 - [On 985011 possible example of economists hope that technology
891018 - will improve management productivity. ref SDS C8 3314]
891020 - ..
891021 - The "inertia of success" conceals need for change. ref SDS 0 3740
891023 - This seems to explain denial on 971202 at HQUSACE that "new
891024 - realities" of technology have produces an Information Highway that
891025 - presents big problems for management that are getting bigger. see,
891026 - ref SDS A6 3231,
891028 - ..
891029 - Grove expects the Internet to become a "strategic inflection
891030 - point," ref SDS B4 3495, although his analysis does not seem to
891031 - address the problem of information overload.
891033 - [On 980613 article in Today's Engineer says "tsaunami" of
891034 - information overload reduces productivity. ref SDS C9 3499]
891036 - ..
891037 - The discussion with Marcy at Intel on 960326 saying managers do
891038 - not have time to prepare detailed meeting notes, ref SDS 61 3004
891039 - seems to conflict with Grove's practice of preparing "copious
891040 - notes." ref SDS B4 3101
891042 - ..
891043 - Dave Vannier observed on 960507 that Intel and Welch are taking
891044 - different paths, and that Welch's path of using technology to
891045 - manage information for creating knowledge conflicts with Intel's
891046 - effort to improve management by relying on pictures, ref SDS 64
891047 - 1111, seems to conflict with Grove's recommendation to analyse
891048 - "thoughts" to remove ambiguity from mental maps. ref SDS B4 3668
891050 - ..
891051 - Recognition of need for better management and that Communication
891052 - Metrics meets that need, but not having enough time to think about
891053 - it, ref SDS 91 0601, seems like strategic dissonence.
891055 - ..
891056 - The discussion with Morris on 980405 about the connectedness of
891057 - information points to strategic dissonance. ref SDS B9 2532 and
891058 - also ref SDS B9 1087
891060 - ..
891061 - An example of a big difference between what needs to be done and
891062 - what is actually getting done is the fear of accountability from
891063 - using Communication Metrics and the fact that civilization is
891064 - bounded by accountability.
891066 - [On 9805405 reviewed published article on PG&E's CEO being
891067 - accountable to improve earnings, and meeting with Bill DeHart
891068 - explaining PG&E's management being opposed to accountability.
891069 - ref SDS 99 5656 and ref Sds 51 5065.]
Business Engineering, 930216
Executive Mindset Leaders Help People Too Busy to Read and
Leadership Broader Vision Overcomes Fear of Change to Help People Hel
Valley of Death Overcoming Resistance to New Idea Changing Work Pract
Leadership Broader Vision Sees New Realities Helps People Help Themse
Implode Management Information Overload Entropy Not Enough Time to Th
Style Information CEO Likes Merger Acquisition Rather that Hard Work
Mergers Acquisition More Fun Understand Information Avoid Hard Work I
Mergers Not Effective Use Executive Time Hiding Out on Matters for Wh
A11201 - ..
A11202 - Grove questions executives who spend time on mergers and changing the
A11203 - organization chart, instead of improving productivity of people.
A11204 - ref OF 3 0740
A11206 - Focusing on mergers reflects psychological comfort Grove describes
A11207 - below, of working on familiar things in familiar ways, ref SDS 0
A11208 - 3740, that makes people "feel good."
A11210 - ..
A11211 - A merger enables a CEO to work with information and people
A11212 - directly, whereas, improving productivity of work performance
A11213 - entails second and third hand information, which a CEO must study
A11214 - and struggle to understand by connecting information into
A11215 - chronologies of cause and effect that produce useful knowledge.
A11216 - This is hard work to investigate, and assess value at risk, which
A11217 - is much easier to do in putting together a merger or acquisition
A11218 - that yields new people, revenue streams, products and sometimes
A11219 - cash assets.
A11221 - [On 000307 Knowledge Management is "hard work." ref SDS G3
A11222 - 5182
A11224 - ..
A11225 - Dave Vannier reported on 960103 that executives are forced to rely
A11226 - on style because there is not enough time to understand the
A11227 - content of presentations. ref SDS 50 8409
A11229 - [On 001207 too many people having too many problems causes
A11230 - productivity, earnings and stock prices to decline, showing
A11231 - need to do hard work of improving productivity of knowledge
A11232 - work. ref SDS G9 V54M
A11234 - ..
A11235 - [On 010727 stock market imploding, acquisitions losing book
A11236 - value. ref SDS H2 0001
Cassandras Welcome Bring Notice of Problems Squeaky Wheel t t Need A
Problems Notice Welcome Easy to Write Hard to Implement
Feedback Not Important People Don't Care About Accuracy Past Meetings
People Frustrated by Feedback on Past Meetings Calls Documents Have t
Feedback People Get Mad Because Record Takes Time Stopping Current Ta
People Get Mad When Morris Submits Records to Refresh Recollections o
Constructive Confrontation Intel Meetings
Raise Issues Not Temperatures
Feedback Accuracy Metrics Listening
Leadership Broader Vision, SDS Discovers
Intel Meeting Note Procedures
AD1401 - ..
AD1402 - Feedback Easy to Advocate, Hard to Implement Against Resistance
AD1403 - Notice of Problems by Cassandras Essential Communication Metric
AD1404 - Cassandras Essential Communication Metric Early Notice of Problems
AD1405 - Communication Metric Early Notice of Problems by Cassandras
AD1407 - Grove welcomes "Cassandras" who bring notice of potential change that
AD1408 - requires attention by leadership. ref OF 3 4432 This is a form of
AD1409 - feedback "metric" on issues that are otherwise overlooked due to
AD1410 - limited span of attention. ref SDS B4 1722
AD1412 - ..
AD1413 - Per Grove's point below on "strategic dissonance," ref SDS 0 5517,
AD1414 - Working effectively with feedback that notifies of problems is harder
AD1415 - to implement than to advocate and write about, because "common sense"
AD1416 - from the inertia of success creates a euphoria that is impregnable,
AD1417 - per Grove's point above, ref SDS 0 3740, unless there is strong
AD1418 - leadership that transcends the tyranny of the status quo where
AD1419 - managers are more likely to be rewarded by accepting cursory review
AD1420 - (i.e., go along, to get along), rather than by urging analysis of
AD1421 - initiatives that conflict with the "official view of reality,"
AD1423 - ..
AD1424 - Resistance to feedback is discussed in NWO, ref OF 8 2670, and is
AD1425 - explained in the record on 890324. ref SDS 2 WR9K On 920128 dilemma
AD1426 - posed by resistance to feedback was cited in government agency.
AD1427 - ref SDS 12 3862 On 940327 technology executive says people get mad
AD1428 - when feedback is offered. ref SDS 23 J47F
AD1430 - "Common sense" as a mental construct is discussed in the New World
AD1431 - Order paper. ref OF 8 3598 and ref OF 8 5846
AD1433 - [On 980405 fear of accountability resists feedback.
AD1434 - ref SDS C0 YS31
AD1436 - ..
AD1437 - [On 990527 Morris cited strong cultural forces that resist
AD1438 - good management. ref SDS E7 1233
AD1440 - ..
AD1441 - [On 030222 Columbia Space Shuttle exploded on re-entry from a
AD1442 - trip to the International Space Station; correspondence showed
AD1443 - problems were known at time of take-off; NASA management
AD1444 - claimed they were not informed. ref SDS I1 0001
AD1446 - ..
AD1447 - Dave Vannier's report on 960523 finding no "bandwidth" at Intel to
AD1448 - investigate Communication Metrics, ref SDS 67 4933, invites the
AD1449 - question of how to evalute whether lack of interest is justified,
AD1450 - under Grove's point below about the need to study and experiment, per
AD1451 - ref SDS 0 3416, and in light of...
AD1453 - Intel managers do not have enough time to think because
AD1454 - information overload is overwhelming; unable to manage
AD1455 - information, per 950927 meeting, ref SDS 42 6021
AD1457 - ..
AD1458 - Intel cannot use technology for management, also reported on
AD1459 - 950927. ref SDS 42 7732
AD1461 - ..
AD1462 - Intel managers do not have enough time to rely on content of
AD1463 - presentations, so managers rely on presentation skill to make
AD1464 - decisions, i.e., form over substance. per the meeting on
AD1465 - 960103. ref SDS 50 4950
AD1467 - ..
AD1468 - Intel needs a new application that no one has thought of yet,
AD1469 - but which is universally needed like wordprocessing and
AD1470 - spreadsheets. Something that combines these elements into a
AD1471 - powerful new form that lifts the capacity to think, remember
AD1472 - and communicate, say a "spreadsheet for knowledge," that can
AD1473 - support higher performance PCs. ref SDS 82 7499
AD1475 - ..
AD1476 - If "bandwidth" cannot be generated to address these problems, are the
AD1477 - the sounds of "little cat" feet reverberating at Intel which Grove
AD1478 - says portend a "strategic inflection point" rising on the horizon? per
AD1479 - above. ref SDS 0 SW37
Constructive Confrontation Grove's Solution to Limited Span Attentio
AJ0401 - ..
AJ0402 - Meetings People Point Fingers Anger Blame Cannot Point to the Record
AJ0403 - Conflict Meetings Aggressive Disputes Release New Ideas
AJ0404 - Constructive Confrontation Exploits Aggressive Conflict Meetings
AJ0405 - Feedback Questions Metric of Leadership, Discover and Fix Mistakes
AJ0407 - Grove explains "free flowing discussion" at Intel, and "constructive
AJ0408 - confrontation" ref OF 2 3865 are effective, where Mr. Grove accepts
AJ0409 - probative questions from employees. ref OF 4 3046
AJ0411 - ..
AJ0412 - He does not explain how effective confrontation is to create the
AJ0413 - shared views he says leadership must foster. ref SDS B4 0348
AJ0415 - ..
AJ0416 - Grove describes resistance to improvement from biological drives to
AJ0417 - work on familiar things in familiar ways. ref SDS 0 3740 As a result,
AJ0418 - getting executives to impove the work is like "walking through the
AJ0419 - valley of death," ref SDS B4 0502, indicating confrontation is not fun
AJ0420 - and is not easy.
AJ0422 - ..
AJ0423 - On 970123 Morris mentioned this work practice, ref SDS 78 1111, which
AJ0424 - is supported by management training on the need for feedback metrics.
AJ0425 - ref SDS A9 2914
AJ0427 - [On 020217 Roy Roebuck describes meetings on major projects
AJ0428 - devolve into finger pointing in accusation and blame, because
AJ0429 - people cannot point to a record of organizational memory that
AJ0430 - enables working quickly and accurately. ref SDS H5 9360
AJ0432 - ..
AJ0433 - [On 020217 examples of constructive confrontation that degrades
AJ0434 - productivity of meetings to entropy, because people cannot find
AJ0435 - relevant information in time to be constructive. ref SDS H5 TT3F
AJ0437 - ..
AJ0438 - [On 040505 Paris peace conference in 1919 heads of state began
AJ0439 - holding meetings hoping to avoid keeping records, but found the
AJ0440 - top people in the world could not remember enough to perform daily
AJ0441 - work; eventually leadership yielded to an even stronger fear of
AJ0442 - accountable for failing to get anything done, and so a record of
AJ0443 - organizational memory was prepared and this change in management
AJ0444 - practice yielded results that expedited progress. ref SDS I4 MQ49
AJ0446 - ..
AJ0447 - [On 040622 presencing technology uses confrontation conversation,
AJ0448 - like cross-examination in legal practice; part of "languaging" --
AJ0449 - 1 of 3 tools, ref SDS I5 V67O, to facilitate organizational
AJ0450 - change. ref SDS I5 LR8M
AJ0452 - ..
AJ0453 - Grove says that follow-up questions are important feedback to focus
AJ0454 - attention on growing dissonance between "well-worn answers and a
AJ0455 - diverging reality." ref OF 3 4993
AJ0457 - On 980405 fear of accountability shows need for strong leadership
AJ0458 - to support feedback metrics. ref SDS C0 1330
AJ0460 - ..
AJ0461 - Grove seems to be subjecting himself, his reasoning and Intel's entire
AJ0462 - executive management to the scrutiny of "reporting" analogous to the
AJ0463 - President of the United States holding a new conference.
AJ0465 - "What about this, what about that, Mr. Grove...
AJ0467 - ...and so on, reveals matters that require consideration in
AJ0468 - advance of action. Indeed, Mr. Grove urges middle-managers to
AJ0469 - offer their "considered" opinions, and this requires questions to
AJ0470 - discover matters that require attention. ref SDS B4 4862
AJ0472 - ..
AJ0473 - This is leadership with a broader vision.
AJ0475 - ..
AJ0476 - It is one dimension of Communication Metrics.
AJ0478 - [On 001216 Doug Engelbart made a similar point. ref SDS H0 0001
Leadership Broader Vision, SDS Discovers
Pilot Tests Validate Change, Quantum Leaps
Fear Change, Risk of Failure, Untried,
Experience Builds Faith, Credibility of
Blinded by Knowledge of Leaders
Sunshine Profits Invest to Prepare for
Fear Accountability Brought by Knowledge KM Delimma
Accountability Fear Innovation Loop Knowledge Avoids Mistakes
Reengineer Pilot Test SDS Adds Metrics Alignment Organization Analysi
Reengineer Communication SDS Improves Management Adds Metrics Alignme
Experiment Discover New Solutions Innovate Trial and Error Pilot Test
AW1401 - ..
AW1402 - Pilot Testing Crummy Ideas Solves Innovation Loop
AW1403 - Innovation Loop Solved by Pilot Testing Crummy Ideas
AW1404 - Experiment with Different Methods to Avoid Innovation Blindspots
AW1406 - Grove says successful companies must experiment with new ideas while
AW1407 - they can afford it, rather than wait for a crisis that forces them to
AW1408 - clutch at every straw as the ship is sinking. ref OF 3 3407
AW1410 - See above on being an "early mover." ref SDS 0 3622
AW1412 - ..
AW1413 - Experiments, by definition, do not require proof of cost savings in
AW1414 - advance of gaining experience, as reviewed above. ref SDS 0 3622
AW1416 - ..
AW1417 - A policy to allocate some resources on experimenting to develop new
AW1418 - products and find new tools and methods for improving command and
AW1419 - control of the work is proactive risk management, reviewed on 970707.
AW1420 - ref SDS 88 3000
AW1422 - [On 980403 Intel announces $5B capital spending for 1998 which may
AW1423 - support testing new ideas. ref SDS B8 2412
AW1425 - ..
AW1426 - On 970116 discussed urgency of investing "sunshine profits."
AW1427 - ref SDS 77 4695
AW1429 - [On 990526 executives feel innovators should pay big organizations
AW1430 - to experiment with better methods. ref SDS E6 6132
AW1432 - [On 991222 Doug Engelbart explains how to assess investing in
AW1433 - pilot testing new methods. ref SDS G0 5402
AW1435 - ..
AW1436 - [On 000116 executive feels big companies cannot afford to pilot
AW1437 - test innovations. ref SDS G2 0627
AW1439 - ..
AW1440 - [On 020927 the movie "Executive Suite" illustrates theory x and y
AW1441 - management methods; bureaucracy maintains the status quo using
AW1442 - power to command and control people, which stifles experimenting
AW1443 - for innovation to improve tools and methods that increase command
AW1444 - control of the work, essential to avoid obsolesence and
AW1445 - extinction; empowerment encourages innovation to improve command
AW1446 - and control of the work that enables viability and survival under
AW1447 - under new realities of a new world order, provided the
AW1448 - organization does not collapse into chaos before the future
AW1449 - arrives. ref SDS I0 6C3J
AW1451 - ..
AW1452 - Grove suggests on page 130 that an organization should "Let people try
AW1453 - different techniques, review different products... Only stepping out
AW1454 - of the old ruts will bring new insights." ref OF 3 4677
AW1456 - ..
AW1457 - Trying new methods requires managers with the time to listen, the
AW1458 - vision to see and the courage to act, i.e., to take initiative. Grove
AW1459 - urges managers not to be "wimps", ref SDS 0 1091, but does the culture
AW1460 - support that position in light of evidence on 890809 that companies do
AW1461 - not budget for experiementing? ref SDS 4 U87H
AW1463 - [On 990524 it was proposed Intel use Communication Metrics to help
AW1464 - engineers perform industry requirement to document the work.....
AW1465 - ref SDS E4 0876]
AW1467 - ..
AW1468 - [On 990525 report engineers don't like to write, ref SDS E5 0966;
AW1469 - proposed trying Communication Metrics to encourage more writing by
AW1470 - making it more valuable to engineering work, and easier to use.
AW1471 - ref SDS E5 9600
AW1473 - ..
AW1474 - [On 990527 organization culture inhibits experimenting to improve
AW1475 - management. ref SDS E7 0703
AW1477 - ..
AW1478 - [On 990527 report Intel cannot afford to experiment with new tools
AW1479 - and processes to improve earnings. ref SDS E7 5672
AW1481 - ..
AW1482 - Grove indicates an organization should have a policy of continual
AW1483 - experimentation, which seems related to the idea of of "continual
AW1484 - learning" supported by Communication Metrics.
AW1486 - [On 991222 Doug Engelbart calls for ABC improvement, but no
AW1487 - evidence anyone has adopted this strategy. ref SDS G0 N65J
AW1489 - ..
AW1490 - The record at Intel seems to show strategic dissonance which Grove
AW1491 - warns against. ref SDS 0 5517
AW1493 - ..
AW1494 - On 950927 I asked about pilot programs at Intel to discover useful
AW1495 - applications for technology and to experiment with new management
AW1496 - methods. ref SDS 42 6538 On 960627 pilot testing was cited as a key
AW1497 - part of evaluating new technology. ref SDS 70 6956
AW1501 - ..
AW1502 - Grove Solves "Innovation Loop" by Experimenting with Crummy Ideas
AW1504 - On 960523 Dave indicated he could not gain interest in testing SDS for
AW1505 - Communication Metrics, ref SDS 67 4933, despite the need at Intel for
AW1506 - a solution to the time/information problem. ref SDS 0 2295
AW1508 - This result forms an "innovation loop" or blind spot that impedes
AW1509 - discovery.
AW1511 - ..
AW1512 - Experience builds belief, but belief is needed to justify trial
AW1513 - that builds experience needed for belief, etc. ref SDS 67 3474
AW1515 - [On 991222 Doug Engelbart explains how to assess investing in
AW1516 - pilot testing new methods. ref SDS G0 5402]
AW1518 - ..
AW1519 - Dave credited Intel's lack of interest to "lack of bandwidth,"
AW1520 - which is pop-jargon for limited span of attention. ref SDS 67 4933
AW1521 - Intel couldn't focus enough attention to discover that
AW1522 - Communication Metrics expands span of attention and therefore
AW1523 - could solve lack of bandwidth problem, per report from US Army
AW1524 - Corps of Engineers on 971008. ref SDS A1 1273
AW1526 - ..
AW1527 - Grove says managers should be open to the possibility that innovations
AW1528 - may initially seem "crummy" but actually add significant value.
AW1529 - ref OF 3 4416
AW1531 - [On 990527 Christensen's book "Innovator's Dilemma" says trial and
AW1532 - error is the only day to discover disruptive technologies that
AW1533 - sustain growth and prosperity. ref SDS E7 3795]
AW1535 - ..
AW1536 - [On 020927 the movie "Executive Suite" illustrates theory x and y
AW1537 - management methods; bureaucracy maintains the status quo using
AW1538 - power to command and control people, which stifles experimenting
AW1539 - for innovation to improve tools and methods that increase command
AW1540 - control of the work, essential to avoid obsolesence and
AW1541 - extinction; empowerment encourages innovation to improve command
AW1542 - and control of the work that enables viability and survival under
AW1543 - under new realities of a new world order, provided the
AW1544 - organization does not collapse into chaos before the future
AW1545 - arrives. ref SDS I0 U27J
AW1547 - ..
AW1548 - Grove's idea offers a path out of the "innovation loop" by suspending
AW1549 - belief for a period long enough to experiment and discover value that
AW1550 - is outside personal experience.
AW1552 - [On 991014 managers have difficulty following Grove's advice.
AW1553 - ref SDS F6 6156]
AW1555 - ..
AW1556 - In 1996 I suggested that Intel introduce SDS at the Asilomar
AW1557 - Conference as a 1st generation POIMS program for Communication
AW1558 - Metrics, ref SDS 51 4567, ref SDS 61 3981, which General Hatch
AW1559 - found provides an "intelligence" function, and which Marcy Punaty
AW1560 - recognized was a futuristic method of automated management
AW1561 - support. ref SDS 51 4545
AW1563 - ..
AW1564 - There was a feeling that SDS is "crummy," because it produces
AW1565 - "intelligence" as text rather than graphics. ref SDS 61 1111
AW1567 - ..
AW1568 - On 970529 Dave reviewed the report on Communication Metrics issued by
AW1569 - the U.S. Army Corps of Engineers. He asked about Internet support,
AW1570 - and requested suggestions on how to test Communication Metrics at
AW1571 - Intel. ref SDS 81 2801
AW1573 - ..
AW1574 - On 970603 met with Dave and he indicated Intel needs a computer
AW1575 - application (commonly called a "killer application") that can use high
AW1576 - performance microprocessors to advantage. ref SDS 82 7499
AW1578 - ..
AW1579 - On 971119 Dave said he would like to try Communication Metrics because
AW1580 - it uses the Internet and links summary to detail. ref SDS A3 3320 This
AW1581 - experiment would provide a foundation of actual experience to evaluate
AW1582 - usefulness, as planned on 970603. ref SDS 82 4528 Dave's boss wanted
AW1583 - to wait until after their new team is established. ref SDS A4 2496
AW1585 - ..
AW1586 - This record reflects Landauer's explanation for the slow deployment of
AW1587 - innovations that improve productivity. ref SDS 37 2004 It seems to
AW1588 - conflict with report that the technology industry is a good source to
AW1589 - find effective ways to deploy technology.
AW1592 - ..
AW1593 - Faster, Better, Cheaper Intelligence - Test, Evaluate, Decide
AW1595 - Earlier today, I notified Dave about following up on experimenting
AW1596 - with Communication Metrics, per his request. ref SDS B3 4088 I noted
AW1597 - that delivering work product from Communication Metrics produces
AW1598 - faster, better, cheaper intelligence. ref SDS B3 3548
AW1600 - ..
AW1601 - Intel might experiment to discover how well Andy Grove's lessons of a
AW1602 - lifetime, ref SDS B4 3668, can be applied more widely when supported
AW1603 - by technology designed to accomplish that objective, under the new
AW1604 - realities of an increasingly complex world. ref SDS B4 1660,
AW1605 - ref SDS B4 2189,
AW1607 - [On 980412 CBS News 60 Minutes broadcast program explaining
AW1608 - problem of information overload, indicating need for solution.
AW1609 - ref SDS C2 2085]
AW1611 - ..
AW1612 - [On 990422 Dave indicates Communication Metrics on the Internet
AW1613 - support Intel's objectives, he can't help alert Intel to this
AW1614 - opportunity. ref SDS E3 8400]
Meetings Require Shared Meaning and Follow
Coordination Needs Shared Meaning
Collaborate What Happened Objectives
Cooperation, Community, Focus on Common
Shared Meaning, Build and Maintain with
Share Common View Build Maintain Shared Meaning Collaborate Communica
B50901 - ..
B50902 - Build and Maintain Shared Meaning
B50904 - Grove cites the need for managers to share a common view. ref OF 3
B50905 - 6213
B50907 - This is one dimension of Communication Metrics. ref SDS 31 6118
B50909 - ..
B50910 - How does Mr. Grove meet the fear of accountability spawned by meeting
B50911 - notes, and confrontation used at Intel. ref SDS 0 0261
B50913 - [On 980405 this was cited as objection to "intelligence."
B50914 - ref SDS C0 5065]
B50916 - ..
B50917 - In order to build shared meaning and get people to share a common
B50918 - view, someone has to come up with an initial view, then obtain
B50919 - feedback on whether it is "shared," and if not then begin a process to
B50920 - work out material differences. Challenge of working with feedback is
B50921 - reviewed above. ref SDS 0 5943 Grove explains methods of constructive
B50922 - confrontation used at Intel. ref SDS 0 0261
B50925 - ..
B50926 - Surviving Strategic Inflection Point, Change Begins with Vision
B50928 - Grove eschews the term "vision," ref OF 4 1530 but recognizes this is
B50929 - the beginning step in taking an organization through changes that
B50930 - relate the the nature of the business and its survival. ref OF 4 1514
B50932 - ..
B50933 - Leadership begins with setting clear objectives that are achievable
B50934 - and will result in a going concern if achieved. This is what Drucker
B50935 - calls defining what the business should be.
B50937 - It seems equally true that "vision" must account for trends in the
B50938 - economy and the ergonomics of performing daily management work.
B50939 - The primary component of this environment is the increased speed
B50940 - of information cited by Henry Kissenger, Robert MacNamera, et al.
Lotus Notes & IBM, 910625
Lotus Notes Cited by Grove as Helpful New Technology
Grove, Andy Cites Lotus Notes for Offering Useful Direction for Manag
B70601 - ..
B70602 - Lotus Notes New Software to Improve Productivity
B70604 - Groves cites Lotus Notes as a new generation of software to improve
B70605 - productivity of groups the way spreadsheets improve productivity of
B70606 - individuals. ref OF 4 1646
B70608 - Mr. Grove does not give examples of how he uses Lotus Notes to
B70609 - improve earnings at Intel.
B70611 - [On 001130 IBM gave up trying to use Lotus Notes for Knowledge
B70612 - Management (KM), in their development of Raven. ref SDS G8 F26K
B70614 - ..
B70615 - There was discussion about Grove's use of spreadsheets as a
B70616 - metaphor of executives using technology to improve leadership, in
B70617 - the meeting on 950927 with Dave Vannier. ref SDS 31 4218
Change & Buy In
Leadership & Change, 930119
Fears Accountability of Metrics, Destroy
Not Enough Time to Analyse and Understand
Constant Exposure to Error is
Feel Good Management, Conventional
It's No Fun to Work on Small Problems
Fear Second Guesing Accountability
BL1101 - ..
BL1102 - Leadership with Broader Vision Builds Strong Managers
BL1104 - Grove urges middle managers not to be a "wimp." ref SDS B4 4862
BL1106 - ..
BL1107 - Managers become weak "wimps" under weak leadership that fears managers
BL1108 - who are proactive in solving problems, who take the initiative in
BL1109 - trying new methods, and who ask questions that challenge the "official
BL1110 - view of reality." Weak leaders succumb to hubris, fear questions and
BL1111 - discard those who raise them, leading to sycophants, "yes men" and
BL1112 - "apple polishers."
BL1114 - ..
BL1115 - Under these conditions, management atrophys and becomes indecisive, as
BL1116 - Grove notes. ref SDS 0 3286
BL1118 - [On 980403 report in San Francisco Chronicle on PG&E CEO Gordon
BL1119 - Smith, cites worry about PG&E middle managers being "indecisive."
BL1120 - ref SDS 99 0974]
BL1122 - ..
BL1123 - [On 980405 discussed how to help managers overcome fear of
BL1124 - accountability. ref SDS C0 5065]
BL1126 - ..
BL1127 - [On 990527 Christensen's book "Innovative Dilemma" points out that
BL1128 - cultural forces cause weak managers. ref SDS E7 0703]
BL1130 - ..
BL1131 - Leaders, however, are responsible to build strong management.
BL1133 - ..
BL1134 - Telling people not to be wimps is a start. The culture must cultivate
BL1135 - strong people by supporting the experimentation Grove recommends,
BL1136 - above ref SDS 0 3416, so that strength can be tested in order to grow.
BL1138 - ..
BL1139 - Organizations must show by word, including personal interaction that
BL1140 - helps managers formulate relevant, probative questions, and by deed
BL1141 - which means budgets to pilot test new ideas and initiatives. see
BL1142 - below. ref SDS B4 1813
BL1145 - ..
BL1146 - Indecision of Managers Avoided by Leadership with a Broader Vision
BL1148 - Grove asks...
BL1150 - "... why leaders are so often hesitant to lead. I guess it takes a
BL1151 - lot of conviction and trusting your gut to get ahead of your peers,
BL1152 - your staff and your employees while they are still squabbling about
BL1153 - which path to take, and set an unhesitating, unequivocal course
BL1154 - whose rightness or wrongness will not be known for years. Such a
BL1155 - decision really tests the mettle of the leader." ref OF 4 4775
BL1157 - ..
BL1158 - [On 980405 article in San Francisco Chronicle reports concern
BL1159 - about PG&E middle managers being indecisive. ref SDS 99 0974]
BL1161 - ..
BL1162 - Drucker lays out the scope of management decisions in his book
BL1163 - reviewed on 931130. ref SDS 21 7911
BL1165 - ..
BL1166 - Willingness to decide requires the opportunity to test decisions by
BL1167 - performance. Striking the balance between control to avoid loss, and
BL1168 - empowerment to discover new paths to better products, methods and
BL1169 - earnings is the challenge that Drucker has in mind when he says that
BL1170 - "managing managers" is a complex and vital responsibility of
BL1171 - leadership. ref SDS 21 9772
BL1173 - [On 990526 deciding who pays to experiment with better management
BL1174 - methods, shows dilemma managers face. ref SDS E6 9634]
BL1176 - ..
BL1177 - Max Blodgett's meeting with Tom Keelsing at USACE on 970924 seems like
BL1178 - an apposite example. ref SDS 74 9972
BL1180 - ..
BL1181 - Grove seemed to have this idea in mind when interviewed by CNN
BL1182 - on 971221. ref SDS A8 6695
BL1186 - [Part 2 of this record is at ref SDS B4 1660]
Distribution. . . . See "CONTACTS"