Welch Company
San Francisco, CA


S U M M A R Y


DIARY: May 27, 1999 09:44 AM Thursday; Rod Welch

Purchased book on empathic design, "Innovator's Dilemma."

1...Summary/Objective
2...Innovator's Dilemma Marketing Disruptive Technologies
3...Disruptive Technologies Improve Work Presne Innovator's Dilemma
4...Good Management for Sustaining Technology Causes Failure Over Time
5...Seeds of Failure Sown by Success
6...Success Breeds Focus on Status Quo Breeds Blindness to Opportunity
7...On page xiii the author defines "technology" and "innovation"
8...Attitude Based on Common Sense Causes Dilemma of Pilot Testing
9...Fear of Incompetence Avoided by Demanding Proof of Cost Savings
10...Agnostic Marketing Experiments to Discover Disruptive Technology
11...Disruptive Technology Like Grove's "Strategic Inflection Point"
12...Waiting for Others to Market Disruptive Technology is Too Late!
13...Market Research Listening to Customers Stiffles Innovation
14...Innovation Stiffled by Organizations Use Market Research
15...Flapping Wings Requiring Market Research Prevents Innovation
16...Quantifying Markets for Disruptive Technologies is Flapping Wings
17...Disruptive Technology Requires Plans for Learning and Discovery
....Markets that Don't Exist Can't Be Analyzed
....Teaching Education Advertising Strategies Disruptive Technologies
18...Courage to Experiement Discover Innovate Key to Sustainng Business
19...Fear Failure Prevents Experimenting Discover Innovate
20...Experimenting Not Feasible in Organizational Culture Cannot Fail
21...Watch How People Work Don't Listen to What Customers Say They Want
22...Technology Add Value by Improving Work Not Listening to Customers
23...Disruptive Technologies Solve Problems Not Listening to Customers
24...Empathic Design Key to Powerful New Technologies
25...SDS Supports Empathic Design
26...Empathic Design Respected at Intel - Needs Leadership
27...Mistakes Due to Limited Span of Attention Causes Rework, Extra Cost
.........................r.e w o r k
28...Culture of Knowledge Moves Beyond Information Technology
29...Leadership Overcomes Inertia of Success That Resists New Methods
30...Cultural Forces Prevent Engineers from being Helped by Com Metrics
31...Lawyers Can Use Com Metrics Because Their Work Pracitce Uses Writing
32...Learning 2 Months Discover SDS Benefits Too Long Deferred Awards
33...Deferred Rewards Cultural Barriar to Knowledge Management
.............The pot is boiling over, turn down the heat!
34...Morris Tried Discuss Communication Metrics at Intel
35...Insulting Educate New Way of Working Successful People Get Mad
36...Competence Improvement Interpreted as Personal Defect People Get Mad
37...Lawyers Use Communication Metrics Instead of Managers and Engineers
38...Leadership Cycle Critical Step - Push, Pull, Prod, Wait...
39...Grove Interviewed on Innovator's Dilemma
40...Manager's Dilemma: Engineers Don't Read, Don't Write
41...Empathic Design Applied by SDS Improves Reading and Writing


..............
Click here to comment!

CONTACTS 
0201 - Intel Corporation
020101 - Mr. Morris E. Jones; Director of Architecture

SUBJECTS
Leadership Helps Those who Fear Writing
Innovator's Dilemma, Clayton, Christensen
Bridge Concept from Known to New
Sunshine Profits Shield Management from Mistakes
Disruptive Technology Big Rewards New Standards Dominate Market
Market Potential Setting New Standard
Disruptive Technology SDS Not Measured by Market Research
Innovator's Dilemma Marketing Disruptive Technlogy Different Strateg
Testing

2011 -
2011 -    ..
2012 - Summary/Objective
2013 -
201301 - Follow up ref SDS 61 6132, ref SDS 60 9600.
201302 -
201303 - Purchased book on empathic design, following interview of author on
201304 - television.  The next day, Andy Grove with Intel was interviewed on
201305 - the same program and explained how Intel strives to address disruptive
201306 - technologies.  Grove made a joke that engineers do not read books nor
201307 - manuals, and if they did this would help Intel. ref SDS 0 5110  Morris
201308 - said this evening that cultural forces prevent executives from
201309 - improving management. ref SDS 0 1233  Communication Metrics, which
201310 - uses SDS, can use empathic design to help engineers read and write a
201311 - little more and a little better, based on Morris' report on a seminar
201312 - that indicated the methods of empathic design sound like the way SDS
201313 - is used. ref SDS 0 8922
201315 -  ..
201316 - Submitted ref DIT 1 linked to this record, and to the reference to
201317 - Christensen in the record on 990526. ref SDS 61 0338
201318 -
201319 -     [On 990609 asked Morris for correlation between this analysis and
201320 -     the notes on Christensen's presentation at Intel. ref SDS 63 0001]
201321 -
201322 -     [On 000711 Doug Engelbart's experience is an example. ref SDS 99
201323 -     1056
201324 -
201325 -
201327 -  ..
2014 -
2015 -
2016 - Progress
2017 -
201701 - Innovator's Dilemma Marketing Disruptive Technologies
201702 - Disruptive Technologies Improve Work Presne Innovator's Dilemma
201703 - Good Management for Sustaining Technology Causes Failure Over Time
201704 -
201705 - Yesterday, I cited the book "The Innovator's Dilemma," by Clayton M.
201706 - Christensen, on who should pay for experimenting to improve earnings
201707 - by adding "intelligence" to management. ref SDS 61 6132  Christensen
201708 - explains marketing strategies for "disruptive technologies" are much
201709 - different, even the opposite, from procedures that work well for
201710 - "sustaining technologies."
201711 -
201712 -       [On 990616 cited disruptive technology for proposal to National
201713 -       Science Foundation. ref SDS 64 2394]
201715 -        ..
201716 -       [On 970125 explain disruptive technology working intelligently.
201717 -       ref SDS E1 XP7U
201719 -  ..
201720 - Christensen's key points are...
201721 -
201722 -     1.  New markets are created by innovation that adds value from
201723 -         increased productivity and ease of use to save lives, time,
201724 -         and money.  Innovation evolves over time when enabling forces
201725 -         finally come into alignment.  Studying how people actually
201726 -         work, and connecting experience over weeks, years, even
201727 -         centuries discovers opportunities from recognizing patterns in
201728 -         for integrating and syntheszing vastly complex ideas, tools,
201729 -         and processes.  Shannon is an example using binary mathematics
201730 -         invested in 1666 to develop initial design for digital
201731 -         computers 300 years later, see NWO. ref OF 4 O54O  Studying
201732 -         actual work complements listening to what customers say,
201733 -         because long standing problems become accepted costs of doing
201734 -         familiar things in familiar ways, which people believe are
201735 -         beyond reach of improvement, and do not want to change,
201736 -         because job and income security accrue from diligence working
201737 -         hard to gain experience that optimizes productivity with
201738 -         existing methods. ref SDS 0 6633  "Empathic design" performs
201739 -         use case analysis of how people actually work, rather than
201740 -         listen to what customers say, because people are so busy
201741 -         working hard to fix mistakes, there is rarely enough time to
201742 -         think, and so do not understand their own work practices in
201743 -         the context of enterprise processes that generate cost and
201744 -         revenue streams. ref SDS 0 3034
201746 -             ..
201747 -            [On 010720 "overkill" is first reaction to disruptive
201748 -            technology that threatens established work proactice with
201749 -            new way of thinking and working. ref SDS B3 JG6M
201751 -             ..
201752 -            [On 101024 1506 "Where Good Ideas Come From:  The Natural
201753 -            History of Innovation, Steven Johnson explains innovation
201754 -            is an evolutionary process that connects disparate ideas to
201755 -            recognize powerful patterns from complex processes.
201756 -            ref SDS E4 KS5H
201758 -          ..
201759 -     2.  New markets can only be identified by study and experimenting
201760 -         through trial and error, ref SDS 0 1221, because customers do
201761 -         not initially recognize added value, and often resist learning
201762 -         new methods that may dislodge personal competitive advantage
201763 -         from years of experience doing familiar things in familiar
201764 -         ways; marketing must enable people to experience added value
201765 -         without added effort long enough to overcome ignorance, fear
201766 -         and denial that a new way of working is unnecessary overkill.
201767 -         ref SDS 0 1470  Persistance based on faith from personal
201768 -         experience that reveals value added is essential, because
201769 -         initial failure to attract new customers is intrinsic to the
201770 -         process of growing new markets. ref SDS 0 3920  Investing time
201771 -         and money to grow new markets can be frustrating, like waiting
201772 -         for water to boil.  However, failure to invest hoping others
201773 -         will discover new technology and develop successful marketing
201774 -         strategy is too late, ref SDS 0 3960, which aligns with Andy
201775 -         Grove's book calling for study to discover emerging market
201776 -         trends that form strategic inflection points. ref SDS 48 3620
201777 -         Without continual investment to experiment, by the time
201778 -         organiztional attention recognizes change is occurring,
201779 -         obsolencese has set in, leaving leadership clutching at every
201780 -         straw as the ship sinks, noted again by Grove, reviewed on
201781 -         980307. ref SDS 47 3416
201783 -             ..
201784 -            [On 991222 Doug Engelbart offers guidance on investing in
201785 -            pilot testing. ref SDS 88 5402]
201787 -             ..
201788 -            [On 040802 Gary does not have time to work on explaining SDS
201789 -            support for "intelligence" in an ASB filing to set a
201790 -            standard on saving time using SDS for organizational memory.
201791 -            ref SDS D4 0001
201793 -             ..
201794 -            [On 041110 slow pace of transformation frustrating.
201795 -            ref SDS D6 GP4N
201797 -             ..
201798 -            [On 041118 progress on transformation a Aerospace Company
201799 -            SDS listed as product being used. ref SDS D7 YG7M
201801 -             ..
201802 -            [On 041118 no requirements for working intelligently to
201803 -            improve accuracy that saves lives, time, and money.
201804 -            ref SDS D7 KU85
201806 -             ..
201807 -            [On 041213 transformation slowed by marketing dilemma
201808 -            engineers who feel SDS improves management are not
201809 -            comfortable doing marketing to spread the news that
201810 -            solutions to common Knowledge Management dilemmas bring
201811 -            opportunities for saving lives, time, and money. ref SDS C6
201812 -            PQ7M
201814 -          ..
201815 -     3.  "Sunshine" profits should be invested to experiment through
201816 -         trial and error to discover technology that adds value, and
201817 -         discovering and creating markets to exploit value added
201818 -         technology. ref SDS 0 4720
201820 -          ..
201821 -         Below, Morris suggests innovator pay companies to pilot test
201822 -         innovations to improve productivity. ref SDS 0 5672
201824 -          ..
201825 -     4.  Often this requires separate organizations because the culture
201826 -         for sustaining technology, which is critical to earn revenue,
201827 -         is different from that which makes disruptive technology
201828 -         successful. ref SDS 0 7372 and ref SDS 0 2964
201830 -          ..
201831 -         Belief that organizations cannot afford to experiment with
201832 -         better management processes and tools, cited below, shows
201833 -         cultural bounds that require strong leadership. ref SDS 0 5672
201834 -
201835 -
201837 -  ..
201838 - Seeds of Failure Sown by Success
201839 - Success Breeds Focus on Status Quo Breeds Blindness to Opportunity
201840 -
201841 - The introduction on page xii says...
201842 -
201843 -    ...good management was the most powerful reason [well managed
201844 -    firms] failed to stay atop their industries.  Precisely because
201845 -    these firms listened to their customers, invested aggressively in
201846 -    new technologies that would provide their customers more and better
201847 -    products of the sort they wanted, and because they carefully
201848 -    studied market trends and systematically allocated investment
201849 -    capital to innovations that promised the best returns, they lost
201850 -    positions of leadership.
201851 -
201852 -       [On 000711 Doug Engelbart's experience is an example. ref SDS 99
201853 -       1056
201855 -     ..
201856 -    What this implies at a deeper level is that many of what are now
201857 -    widely accepted principles of good management are, in fact, only
201858 -    situationally appropriate.  There are times at which it is right
201859 -    not to listen to customers, right to invest in developing lower-
201860 -    performance products that promise lower margins, and right to
201861 -    aggressively pursue small, rather than substantial, markets. [in
201862 -    order to discover forces that lead to profitable sustaining
201863 -    technologies in the future. ref SDS 0 5880]
201865 -  ..
201866 - Page xiii says...
201867 -
201868 -     5. [for] successful firms faced with disruptive technological
201869 -    change, then the usual answers to companies' problems -- planning
201870 -    better, working harder, becoming more customer driven, and taking a
201871 -    longer-term perspective -- all exacerbate the problem.  Sound
201872 -    execution, speed-to-market, total quality management, and process
201873 -    reengineering are similarly ineffective.
201875 -     ..
201876 -    Every company in every industry works under certain forces -- laws
201877 -    of organizational nature -- that act powerfully to define what that
201878 -    company can and cannot do.  Managers faced with disruptive
201879 -    technologies fail their companies when these forces overpower them.
201881 -     ..
201882 -    By analogy, the ancients who attempted to fly by strapping
201883 -    feathered wings to their arms and flapping with all their might as
201884 -    they lept from high places invariably failed.  Despite their dreams
201885 -    and hard work, they were fighting against some very powerful forces
201886 -    of nature.  No one could be strong enough to win this fight.
201887 -
201888 -      Applying the appropriate strategy for the forces of nature that
201889 -      govern disruptive technology is cited below. ref SDS 0 1155
201890 -
201892 -  ..
201893 - On page xiii the author defines "technology" and "innovation"
201894 -
201895 -      ...processes by which an organization transforms labor, capital,
201896 -      materials and information into products and services of greater
201897 -      value.  All firms have technologies.  A retailer like Sears
201898 -      employs a particular technology to procure, present, sell and
201899 -      deliver products to its customers, while a discount warehouse
201900 -      retailer like PriceCostco employs a different technology.  This
201901 -      concept of technology, therefore extends beyond engineering and
201902 -      manufacturing processes.
201904 -       ..
201905 -      Innovation refers to a change in one of these technologies.
201907 -  ..
201908 - This definition reflects Drucker's work reviewed on 911130.
201909 - ref SDS 15 1504, and again on 940125. ref SDS 17 1352
201910 -
201912 -  ..
201913 - On page xiii the author calls these rules...
201914 -
201915 -
201916 -           ...principles of disruptive innovation
201917 -
201918 -
201919 - "Sustaining technology" is defined on page xv...
201920 -
201921 -    Most new technologies foster improved product performance.
201922 -
201923 -    ...sustaining technologies ... improve the performance of
201924 -    established products, along the dimensions of performance that
201925 -    mainstream customers in major markets have historically valued.
201926 -
201928 -  ..
201929 - Attitude Based on Common Sense Causes Dilemma of Pilot Testing
201930 - Fear of Incompetence Avoided by Demanding Proof of Cost Savings
201931 -
201932 -    ...disruptive technologies underperform established products in
201933 -    mainstream markets.  But they have other features that a few fringe
201934 -    (and generally new) customers value.
201936 -        ..
201937 -       Seems to support analysis on 960612 that rejection in market
201938 -       does not measure value of new tools and methods. ref SDS 34 7206
201939 -       Rather it reflects the challenge of overcoming "attitude" cited
201940 -       by Jason Yuen at SFIA on 990505. ref SDS 59 4732
201942 -        ..
201943 -       Doing things differently to improve current methods is rejected
201944 -       as "unproductive" because there is no experience showing that
201945 -       added effort is cost effective.  Lack of experience causes
201946 -       common sense fear that changing current methods is not cost
201947 -       effective.  Fear that new methods are hard to learn, and that
201948 -       lack of skill, and lack of time, which are solved by adding a
201949 -       new work role, may impact personal standing with respect to
201950 -       competence, adds to, and is often expressed as, the politically
201951 -       correct objection that cost savings are not proven.  These fears
201952 -       cause denial that change is needed.  Overcoming denial and fear
201953 -       due to ignorance requires getting experience through pilot
201954 -       testing to show productivity improvement.  However,
201955 -       organizational culture strongly rewards conformance with
201956 -       existing methods, because non-conformance, by definition, is
201957 -       "disruptive." Disrupting success seems costly absent experience
201958 -       proving cost saving benefits. (see below, ref SDS 0 0703). The
201959 -       demand for pre-experience proof of cost savings, i.e.,
201960 -       productivity gains, in advance of pilot testing, by definition,
201961 -       cannot be provided, and so presents a dilemma. see 940125.
201962 -       ref SDS 17 0624 on 980902, ref SDS 53 1124, and explanation on
201963 -       981104 that Communication Metrics is "out of the box" thinking.
201964 -       ref SDS 56 4320  On 990422 Dave Vannier seemed to recognize
201965 -       Communication Metrics delivers useful "intelligence" on the
201966 -       Internet, and asked "where to take it from here?" ref SDS 58
201967 -       4590  This shows some people see the the power of "intelligence"
201968 -       from the Com Metrics web site, as planned on 971021. ref SDS 45
201969 -       9999
201971 -        ..
201972 -       Very few people have the faith for making the effort to gain new
201973 -       experience that conflicts with "common sense" and conventional
201974 -       practice, and so initial markets will be small, and uninviting
201975 -       to organizations with a lot of hungry mouths to feed (payroll,
201976 -       stockholders).
201978 -        ..
201979 -       Lynn Conway described this dilemma for the IT industry, reviewed
201980 -       on 960612. ref SDS 34 1368  On 921205 faith overcomes ignorance,
201981 -       fear and denial to try solutions based on uncommon sense, i.e.,
201982 -       defy common sense. ref SDS 13 8493
201983 -
201984 -         [On 990527 Morris cultural forces prevent using Communication
201985 -         Metrics at Intel. ref SDS 0 1233]
201987 -          ..
201988 -         [On 990615 used in NSF proposal. ref SDS 64 2808]
201990 -          ..
201991 -         [On 990629 NSF provides faith to try new ideas. ref SDS 67
201992 -         4278; On 990710 reviewed again. ref SDS 68 3127]
201994 -          ..
201995 -         [On 990712 people object to clicking to improve management.
201996 -         ref SDS 69 5837]
201998 -          ..
201999 -         [On 990827 Common Administration may be a way to overcome
202000 -         emotional objections to better management. ref SDS 76 1088]
202002 -          ..
202003 -         [On 991014 Morris contends developer must prove usefulness of
202004 -         new technology without an opportunity to develop experience
202005 -         that provides proof. ref SDS 83 3066]
202007 -          ..
202008 -         [On 991222 Doug Engelbart offers guidance on investing in
202009 -         pilot testing. ref SDS 88 5402]
202010 -       ..
202011 -       Tom Landauer says new technology is difficult to gain
202012 -       acceptance which causes slow, evolutionary change. ref SDS 26
202013 -       2004
202014 -
202015 -
202016 -
202017 -
2021 -

SUBJECTS
500K Customers Market Research Not Effective Disruptive Technologies
Disruptive Technology Early Mover Cannot Wait for Others to Create Ne
Sunshine Profits Create New Markets Take Time to Grow
Market Innovation Sustain Competitive Advantage Needs Disruptive Tech
Strategic Inflection Points New Realitiis Requires New Capabilities,
500K Customers Market Research Not Effective Disruptive Technologies
Cultural Climate Advertise Grow New Market Strategy for Disruptive Te

3709 -
371001 -  ..
371002 - Agnostic Marketing Experiments to Discover Disruptive Technology
371003 - Disruptive Technology Like Grove's "Strategic Inflection Point"
371004 - Waiting for Others to Market Disruptive Technology is Too Late!
371005 -
371006 -
371007 - Christensen says on page 162...
371008 -
371009 -    ...Agnostic marketing...no one--not us, not our customers--can know
371010 -    whether, how or in what quantities a disruptive product can or will
371011 -    be used before they have experience using it.
371012 -
371013 -       Aligns with Einstein's definition of knowledge as experience.
371014 -       ref SDS 86 3066
371016 -     ..
371017 -    Some managers, faced with such uncertainty, prefer to wait until
371018 -    others have defined the market.  Given the powerful first-mover
371019 -    advantages at stake, however, managers confronting disruptive
371020 -    technologies need to get out of their laboratories and focus groups
371021 -    and directly create knowledge about new customers and new
371022 -    applications through discovery-driven expeditions into the
371023 -    marketplace.
371024 -
371025 -       On 980307 review of Andy Grove's book calls for managers not to
371026 -       be wimps, and that organizations must invest a portion of
371027 -       earnings to study, ref SDS 48 3620, and experiment with new
371028 -       methods. ref SDS 47 3416
371030 -        ..
371031 -       Grove says "strategic disonnance" is the difference between
371032 -       prescribed policy, and what is actually done.  ref SDS 47 5517
371033 -       This difference creates vulnerability to disruptive technology,
371034 -       which Grove calls...
371035 -
371036 -
371037 -                       strategic inflection points
371038 -
371040 -            ..
371041 -       ... ref SDS 47 6148
371043 -        ..
371044 -       Grove describes the challenge of getting organizational culture
371045 -       to embrace a new direction as "traveling through the valley of
371046 -       death," on 980307. ref SDS 48 4674
371048 -        ..
371049 -       Below, Intel cannot afford experimenting to evaluate potential
371050 -       for improving management. ref SDS 0 0855  This creates exposure
371051 -       to disruptive technology, which sunshine profits can buy off for
371052 -       awhile, under Drucker's rule that advantages of innovatiuon
371053 -       eventually give way, requiring competition on the ability of
371054 -       management to "execute," as reviewed on 931130. ref SDS 15 1504
371055 -
371056 -           [On 990625 Fortune cites lack of "execution" main cause of
371057 -           CEO failure. ref SDS 66 0460]
371058 -
371060 -  ..
371061 - Market Research Listening to Customers Stiffles Innovation
371062 - Innovation Stiffled by Organizations Use Market Research
371063 -
371064 - Christensen supports analysis on 890809 showing organizations
371065 - inevitably stifle innovation, ref SDS 3 QS5J, see page xix...
371066 -
371067 -    Companies Depend on Customers and Investors for Resources
371068 -
371069 -        Aligns with Byte article reviewed 910418. ref SDS 5 MW8N
371070 -
371076 -     ..
371077 -    6. companies with investment patterns that don't satisfy their
371078 -    customers and investors don't survive.  The highest-performing
371079 -    companies in fact are those that are the best at this, that is,
371080 -    they have well-developed systems for killing ideas that their
371081 -    customers don't want.  As a result, these companies find it very
371082 -    difficult to invest adequate resources in disruptive technologies
371083 -    -- lower margin opportunities that their customers don't want --
371084 -    until their customers want them.  And by then it is too late
371086 -  ..
371087 - On page discussing sustaining technologies, defined above, ref SDS 0
371088 - 4575, ....
371089 -
371090 -    ...people and processes in a mainstream organization cannot be
371091 -    expected to allocate freely the critical financial and human
371092 -    resources needed to carve out a strong position in the small,
371093 -    emerging market.
371095 -       ..
371096 -      [On 000116 example of this view. ref SDS 91 0300
371098 -       ..
371099 -      [On 000711 Doug Engelbart's experience is an example. ref SDS 99
371100 -      1056
371102 -       ..
371103 -      [On 020131 Don Rumsfeld, Secretary of Defense, explains cultural
371104 -      forces that resist innovation in big organizations. ref SDS C1
371105 -      0001
371107 -       ..
371108 -      [On 040802 Gary does not have time to work on explaining SDS
371109 -      support for "intelligence" in an ASB filing to set a standard on
371110 -      saving time using using SDS for organizational memory.
371111 -      ref SDS D4 0001
371113 -       ..
371114 -      [On 070904 Knowledge Management development lacks focus, slow
371115 -      progress 15 years due to common factors that stifle discovery of
371116 -      tools co-evolving with new way of working. ref SDS E2 DV9U
371117 -
371118 -
371119 -
371120 -
371121 -
3712 -

SUBJECTS
Enabling Forces Improvement Change Culture of Knowledge Overcome Fear
Education Needed Com Metrics Transition IT to Culture of Knowledge
Education Intelligence KM Com Metrics Enable Culture of Knowledge Ove
Flapping Wings Require Market Research Prevents Innovation Cannot Dis
Disruptive Technology Acceptance Slow, Christiansen, 990527
Transition Learn New Tools Need Interim Support Com Manager
Culture Knowledge Resisted Mysterious Black Box Requires Transition
Innoculated by Success Blinds Executives, Managers, Engineers to Need
Market Analysis Not Effective Disruptive Technologies Markets Don't E
Totally Convinced Reduces Opportunity to Discover Improvement through

4912 -
491301 -  ..
491302 - Flapping Wings Requiring Market Research Prevents Innovation
491303 - Quantifying Markets for Disruptive Technologies is Flapping Wings
491304 - Disruptive Technology Requires Plans for Learning and Discovery
491305 -
491306 - On page xxi
491307 -
491308 -    Markets that Don't Exist Can't Be Analyzed
491310 -     ..
491311 -    Sound market research and planning followed by execution according
491312 -    to plan are hallmarks of good management.  When applied to
491313 -    sustaining technological innovation, these practices are
491314 -    invaluable...  Such reasoned approaches are feasible in dealing
491315 -    with sustaining technology because the size and growth rates of the
491316 -    markets are generally known.  Trajectories of technological
491317 -    progress have been established, and the needs of leading customers
491318 -    have usually been well articulated.  Because the vast majority of
491319 -    innovations are sustaining in character, most executives have
491320 -    learned to manage innovation in a sustaining, context, where
491321 -    analysis and planing were feasible.
491323 -     ..
491324 -    In dealing with disruptive technologies leading to new markets,
491325 -    however, market researchers and business planners have consistently
491326 -    dismal records.
491327 -
491328 -        [On 010223 Intel executive cannot predict what customers will
491329 -        want; need focus on value added. ref SDS A7 QH4I
491331 -         ..
491332 -        [On 090330 1200 Doctor Hsu at UCSF explains vendors for new
491333 -        health care products pull promising technologies because they
491334 -        do not achieve sufficient sales before market dynamics begin to
491335 -        reward superior performance. ref SDS E3 T491
491337 -     ..
491338 -    Companies whose investment processes demand quantification of
491339 -    market sizes and financial returns before they can enter a market
491340 -    get paralyzed or make serious mistakes when faced with disruptive
491341 -    technologies.  They demand market data when none exists and make
491342 -    judgements based upon financial projections when neither revenues
491343 -    nor costs can in fact be known.
491345 -           ..
491346 -          [On 010720 Morris wants to establish a customer base of 500K
491347 -          before defining SDS architecture. ref SDS B3 OB8F
491349 -           ..
491350 -          [On 011129 Morris uses outcome based analysis on SDS to
491351 -          conclude it is not worthwhile to invest time for advancing
491352 -          SDS development and marketing. ref SDS B9 7Z6F
491354 -        ..
491355 -       Aligns with recommendations to Chips on 970116. ref SDS 39 4695
491357 -        ..
491358 -       Aligns with Grove's explanation of Intel's effort to be an
491359 -       "early mover" on ideas that have gained wide currency, reviewed
491360 -       on 980307. ref SDS 47 3622
491362 -        ..
491363 -       Below, this point is made again. ref SDS 0 1221
491365 -     ..
491366 -    ...using planning and marketing techniques...[for] sustaining
491367 -    technologies in the very different context of disruptive ones is an
491368 -    exercise in flapping wings [to fly]. ref SDS 0 4712
491369 -
491370 -       Below, Morris reports notes of a presentation by Christensen at
491371 -       Intel, indicates he advocates keeping sustaining technologies
491372 -       competitive with disruptive technology. ref SDS 0 6825
491374 -        ..
491375 -       This seems to be the opposite of Christensen's view, reflecting
491376 -       his point that managers in successful organizations see things
491377 -       through the prism of maintaining the status quo. ref SDS 0 0703
491378 -       Intel's former, CEO, Andy Grove warned that success blinds
491379 -       managers to opportunity. ref SDS 47 3740
491381 -  ..
491382 - On page 147 chapter seven...
491383 -
491384 -                Discovering New and Emerging Markets
491385 -
491386 -    Markets that do not exist cannot be analyzed:  Suppliers and
491387 -    customers must discover them together.  Not only are the market
491388 -    applications for disruptive technologies unknown at the time of
491389 -    their development, they are unknowable.
491390 -
491391 -       This answers Lynn Conway's question reviewed on 960612 about
491392 -       overcoming cultural resistance to new ideas. ref SDS 34 1368
491393 -
491394 -          [On 011129 Morris uses outcome based analysis on SDS to
491395 -          conclude it is not worthwhile to invest time for advancing
491396 -          SDS development and marketing. ref SDS B9 7Z6F
491398 -        ..
491399 -       Customers need education, cultural support through leadership
491400 -       setting example, providing resoruces, and and teaching by
491401 -       advertising and academic training, and must be allowed to gain
491402 -       experience in order to discover advantage of disruptive
491403 -       technology, per above. ref SDS 0 9711
491404 -
491405 -           [On 000403 Eric Armstrong makes similar point. ref SDS 93
491406 -           0702
491407 -
491409 -     ..
491410 -    Teaching Education Advertising Strategies Disruptive Technologies
491411 -
491412 -    The strategies and plans that managers formulate for confronting
491413 -    disruptive technological change, therefore should be plans for
491414 -    learning and discovery rather than plans for execution.
491415 -
491416 -       On 980307 Andy Grove, former CEO of Intel, suggests executives
491417 -       support experimenting even with "crummy ideas." ref SDS 47 2836
491419 -        ..
491420 -       [On 011129 Morris uses outcome based analysis on SDS to conclude
491421 -       it is not worthwhile to invest time for advancing SDS
491422 -       development and marketing. ref SDS B9 7Z6F
491423 -
491424 -    ...much of what the best executives in successful companies have
491425 -    learned about managing innovation is not relevant to disruptive
491426 -    technologies.
491428 -     ..
491429 -    Most marketers ... [are] listening to their customers, but few have
491430 -    any theoretical or practical training in how to discover markets
491431 -    that do not yet exist.  The problem with this lopsided experience
491432 -    base is that when the same analytical and decision-making processes
491433 -    learned in the school of sustaining innovation are applied to
491434 -    enabling or disruptive technologies, the effect on the company can
491435 -    be paralyzing.  These processes [for sustaining technologies]
491436 -    demand crisply quantified information [on disruptive technology]
491437 -    when none exists, accurate estimates of financial returns when
491438 -    neither revenues nor costs can be known, and management according
491439 -    to detailed plans and budgets that cannot be formulated.  Applying
491440 -    inappropriate marketing, investment, and management processes [that
491441 -    work for sustaining technology] can render good companies incapable
491442 -    of creating the new markets in which enabling or disruptive
491443 -    technologies are first used.
491445 -  ..
491446 - On page 77
491447 -
491448 -    Rational managers... can rarely build a cogent case for entering
491449 -    small, poorly defined low-end markets that offer only lower
491450 -    profitability.
491451 -
491452 -
491453 -
491454 -
4915 -

SUBJECTS
Experiment Creativity Product Development Edison Willing to Fail, Cos
Innovation Risky Invest Sunshine Profits Create New Markets Take Time
Experiment Rejected Unless Sure of Outcome Reduces Opportunity to Dis

5505 -
550601 -  ..
550602 - Courage to Experiement Discover Innovate Key to Sustainng Business
550603 - Fear Failure Prevents Experimenting Discover Innovate
550604 - Experimenting Not Feasible in Organizational Culture Cannot Fail
550605 -
550606 - On page 159 Christian says....
550607 -
550608 -    Failed Ideas and Failed Managers
550609 -
550610 -    In most companies, however, individual managers don't have the
550611 -    luxury of surviving a string of trials and errors in pursuit of the
550612 -    strategy that works.  Rightly or wrongly, individual managers in
550613 -    most organizations believe that they cannot fail. If they champion
550614 -    a project that fails because the initial marketing plan was wrong,
550615 -    it will constitute a blotch on their track record, blocking their
550616 -    rise through the organization.
550617 -
550618 -          [On 000116 example of this view. ref SDS 91 0300
550620 -         ..
550621 -        On 980307 Andy Grove, former CEO of Intel, stresses in his book
550622 -        that middle-managers should not be wimps, and should bring
550623 -        forth their honest opinion about actions to improve company
550624 -        prospects. ref SDS 47 1091  He seems to strongly recommend
550625 -        investing sunshine profits to experiment for discovering better
550626 -        methods. ref SDS 47 3416  Cultural imperatives, however, foster
550627 -        a go-along-to-get-along mentality, per below. ref SDS 0 1233
550629 -         ..
550630 -        On 890809 Morris explained there is no budget for experimenting
550631 -        to improve management. ref SDS 3 U87H
550632 -
550633 -            [...below, Morris explains big companies want others to pay
550634 -            for the company to discover how to improve earnings and
550635 -            stock prices. ref SDS 0 5672
550637 -     ..
550638 -    Because failure is intrinsic to the process of finding new markets
550639 -    for disruptive technologies, the inability or unwillingness of
550640 -    individual managers to put their careers at risk acts as a powerful
550641 -    deterrent to the movement of established firms into the value
550642 -    networks created by those technologies.
550643 -
550644 -            [On 040802 Gary does not have time to work on explaining
550645 -            SDS support for "intelligence" in an ASB filing to set a
550646 -            standard on saving time using using SDS for organizational
550647 -            memory. ref SDS D4 0001
550648 -
550649 -
550650 -
550651 -
550652 -
550653 -
5507 -

SUBJECTS
Empathic Design Computers Strengthens Intelligence
Over Horizon People Early Adopters Few Customers Small Market, Morris
Sunshine Profits Create New Markets Take Time to Grow
Experiment Creativity Product Development Edison Willing to Fail, Cos
Learning Investing Time Extra Requires Faith Courage Until ROI Establ

7407 -
740801 -  ..
740802 - Watch How People Work Don't Listen to What Customers Say They Want
740803 - Technology Add Value by Improving Work Not Listening to Customers
740804 - Disruptive Technologies Solve Problems Not Listening to Customers
740805 -
740806 - On page 161 author notes in the last para...
740807 -
740808 -    ...discoveries often come from watching how people use products,
740809 -    rather than by listening to what they say.
740811 -     ..
740812 -    I have come to call this approach to discovering the emerging
740813 -    markets for disruptive technologies "agnostic marketing," by which
740814 -    I mean marketing under an explicit assumption that no one -- not
740815 -    us, not our customers -- can know whether, how, or in what
740816 -    quantities a disruptive product can, or will be used before they
740817 -    have experience using it.
740819 -  ..
740820 - Studying use case scenarios of how people actually work fits the model
740821 - proposed by Intel in the Byte article reported on 910418. ref SDS 5
740822 - UT7F
740824 -  ..
740825 - On 980307 Andy Grove explained executives like to work on familiar
740826 - things in familiary ways, and hate change to improve productivity,
740827 - ref SDS 48 1657, described the importance of experimenting to discover
740828 - ways to improve management, because executives are often in denial
740829 - about the serious problems they face. ref SDS 47 2044  Earlier on
740830 - 890523 a vice president explained that a new way of working
740831 - intelligently to get things done on time and correctly, seems like
740832 - unnecessary overkill. ref SDS 1 8R97
740833 -
740834 -       (see "empathic design" below. ref SDS 0 3034)
740836 -  ..
740837 - On page 188...
740838 -
740839 -    To measure market needs, I would watch carefully what customers do,
740840 -    not simply listen to what they say.  Watching how customers
740841 -    actually use a product provides much more reliable information than
740842 -    can be gleaned from a verbal interview or a focus group.
740844 -  ..
740845 - On page 208...
740846 -
740847 -    ...the pace of progress that markets demand or can absorb may be
740848 -    different from the progress offered by technology.  This means that
740849 -    products that do not appear to be useful to customers today (that
740850 -    is, disruptive technology) may squarely address their needs
740851 -    tomorrow.  Recognizing this possibility, we cannot expect our
740852 -    customers to lead us toward innovation that they do not now need.
740853 -    Therefore, while keeping close to our customers is an important
740854 -    management paradigm for handling sustaining innovations, it may
740855 -    provide misleading data for handling disruptive ones.
740856 -
740858 -  ..
740859 - Empathic Design Key to Powerful New Technologies
740860 - SDS Supports Empathic Design
740861 -
740862 - Christensen's idea to evaluate market potential based on actual needs
740863 - of the work environment (watching what customers do, and designing
740864 - tools and systems that improve underlying work processes) reflect,
740865 - principles of empathic design, ref SDS 0 6633, which was reviewed
740866 - previously on 940508. ref SDS 20 6930
740867 -
740868 -     [On 991129 Net Intelligence uses "Interactive Empathetic Design"
740869 -     that enable clients to cohere priority knowledge assets. These
740870 -     quality assets expand capacity to apply knowledge for greater
740871 -     business results. ref SDS 87 2745]
740873 -  ..
740874 - Empathic design is similar to Human Centered Design cited in a HBR
740875 - article reviewed on 940510. ref SDS 21 3850
740877 -  ..
740878 - On 960624 Dr. Landauer cited alphabet technology as historic example
740879 - of disruptive technology that takes a longer horizon to develop
740880 - because it is counterintuitive. ref SDS 35 1037
740882 -  ..
740883 - On 911123 Morris noticed that Welch Management method using SDS is
740884 - much different from executive work practice. ref SDS 8 1331
740886 -  ..
740887 - On 950204 Morris reported attending a seminar that advocated empathic
740888 - design, and that the methodology seemed similar to way SDS is used.
740889 - ref SDS 24 5932
740891 -  ..
740892 - Last night the author was interviewed by Charlie Rose on his nightly
740893 - television program.
740895 -  ..
740896 - This morning I ordered the book from amazon.com per invoice in the
740897 - record at ref DRT 1.
740898 -
740899 -                       http://www.amazon.com
740901 -  ..
740902 - Cost was $24. ref DRT 1 2070
740904 -  ..
740905 - Paid via credit card.
740907 -  ..
740908 - Should get the book in a few days.
740909 -
740910 -     [On 990528 received notice book was shipped. ref SDS 62 0001]
740911 -
740912 -
740913 -
7410 -

SUBJECTS
Leadership Helps Those who Fear Writing
Experiment Innovation - Who Pays?
Empathic Design, User Centered
Rework Caused by Reading Email During
Law Use Com Metrics for Writing Support
Competence Challenged by Com Metrics
Cursory Analysis Limits Understanding
Innovator's Dilemma, Morris Partially Read
Experiment to Discover Ways to Improve Earnings Intel Wants Others to
Analysis Spontaneous Impulsive Reactive Limits Understanding Critical
Cursory Analysis Overlooks Inconsequential Details Need Better Follow

9513 -
951401 -  ..
951402 - Empathic Design Respected at Intel - Needs Leadership
951403 - Mistakes Due to Limited Span of Attention Causes Rework, Extra Cost
951404 -
9515 -
9516 -
9517 - 2202 called Morris
9518 -
951801 - This evening, called Morris and mentioned Christensen's interview, and
951802 - that I purchased his book, "The Innovator's Dilemma," reviewed above.
951803 - ref SDS 0 0001
951805 -  ..
951806 - Advised that Christensen's book is cited in the record on 990526 that
951807 - shows Andy Grove supports investing in experiments to discover tools
951808 - and methods that improve competence of people and organizations.
951809 - ref SDS 61 0338
951811 -  ..
951812 - Morris advised that Christensen's ideas on "empathic design," cited
951813 - above, ref SDS 0 3034, are respected at Intel.  However, he did not
951814 - notice, and so overlooked, the reference to Christensen when he read
951815 - the record on 990526. ref SDS 61 0338  He plans to read it again.
951816 -
951817 -     [On 990718 cursory analysis reflects ambiguity of mental maps.
951818 -     ref SDS 71 5251
951820 -  ..
951821 - Overlooking information is caused by limited span of attention that
951822 - impacts reading documents like email, books, articles memos, and,
951823 - also, listening in meetings, discussions and calls, as reported on
951824 - 980722. ref SDS 51 0464
951826 -  ..
951827 - At that time on 980722 Morris also noted it is frustrating for
951828 - managers to spend more than 20 minutes to learn SDS for saving time
951829 - and money to improve productivity, earnings and stock prices.
951830 - ref SDS 51 0834  Earlier on 921127 he was frustrated because small,
951831 - inconsequential details grow into major problems. ref SDS 12 0674
951833 -  ..
951834 - Morris's plan to re-read the record in order to "take another look"
951835 - is...
951836 -
951837 -                         r e w o r k
951838 -
951839 - ...that managers constantly perform to fix mistakes caused by limited
951840 - span of attention, reviewed on 970829. ref SDS 42 4476  On 940609
951841 - Henry Kissinger noted that overlooking critical information makes
951842 - management an "Alice in Wonderland" of continual bumbling. ref SDS 22
951843 - 4238  Cost savings from avoiding "rework" was calculated in a report
951844 - by the U.S. Army Corps of Engineers on 971008. ref SDS 43 1273
951846 -  ..
951847 - Morris recalled seeing notes of Christensen's presentation at Intel,
951848 - prepared by an attendee.  He drew from the notes that "empathic
951849 - design" applies to continual improvement of "products" in order to
951850 - avoid being overtaken by "disruptive technologies."
951851 -
951852 -     [On 990609 asked Morris for correlation between this analysis and
951853 -     the notes he reviewed on Christensen's presentation at Intel...
951854 -     ref SDS 63 0001]
951856 -  ..
951857 - Morris commented that Communication Metrics improves management, per
951858 - his explanation on 911123, ref SDS 8 0477, which is different from
951859 - improving "products," and so concludes that empathic design and ideas
951860 - on disruptive technology, cited by Christensen, above, ref SDS 0 5258,
951861 - do not apply to trying Communication Metrics.
951863 -  ..
951864 - This view reflects Christensen's point that established firms have
951865 - difficulty discovering "disruptive technologies," ref SDS 0 7372, by
951866 - experimenting through "trial and error," ref SDS 0 0703, which is
951867 - essential for growing new markets. ref SDS 0 3795
951869 -  ..
951870 - We did not review today, Morris' report on 950204 that SDS supports
951871 - empathic design. ref SDS 24 5932
951873 -  ..
951874 - I advised that Andy Grove will be interviewed by Charlie Rose at 1200
951875 - mid-night.  Suggested that Morris try to view the program, or tape it
951876 - for later review.
951878 -  ..
951879 - Morris indicated Welch should pay for experimentation required by
951880 - empathic design to test innovations, as recommended by Andy Grove for
951881 - Intel to remain a strong market force, set out on 990526. ref SDS 61
951882 - 3660
951884 -  ..
951885 - This seems to reject investing sunshine profits for innovation to
951886 - remain competitive, cited by Christensen, above, ref SDS 0 4896
951888 -  ..
951889 - Overcoming the willfully blind, and impenetrable obdurance is cited by
951890 - Grove in his book as "traveling through the valley of death," on
951891 - 980307. ref SDS 48 4674   Supports advantage of separate organization
951892 - to avoid cultural blinders, suggested by Christensen. ref SDS 0 1300
951893 -
951894 -      [On 991014 Morris maintains developer has entire burden to prove
951895 -      usefulness, and customers have no moral obligation to
951896 -      experiement. ref SDS 83 6156]
951898 -       ..
951899 -      [On 991222 Doug Engelbart offers guidance on investing in pilot
951900 -      testing. ref SDS 88 5402]
951902 -  ..
951903 - Communication Metrics saves money and increases earnings, as reported
951904 - on 981027. ref SDS 55 7315  If Welch pays for the experiment, does
951905 - that bring entitlement to a share of increased earnings?  Suppose $2B
951906 - is saved over a year.  How much of that would a firm give up?
951907 -
951908 -      [On 001207 too many people having too many problems cause
951909 -      productivity, earnings and stock prices to fall. ref SDS A3 V54M
951911 -       ..
951912 -      [On 010720 Morris explains SDS Utopia - Microsoft = overkill,
951913 -      anything SDS adds is unnecessary. ref SDS B3 JG6M
951915 -  ..
951916 - Normally, companies take the risk of investing to evaluate innovations
951917 - that improve productivity, cited by Drucker reviewed on 931130,
951918 - ref SDS 15 1504, since this is the only lasting source of earnings;
951919 - Christensen points out that investing in unproven technologies is the
951920 - only way to avoid being overtaken by market forces. ref SDS 0 5258
951921 -
951922 -      [On 010911 US attacked in New York, Pentagon loss of 5,000 lives
951923 -      due to failed intelligence. ref SDS B4 0001
951925 -       ..
951926 -      [On 011031 economy steepest decline in 10 years. ref SDS B7 0001
951928 -       ..
951929 -      [On 011102 job losses biggest in 2 decades. ref SDS B8  0001
951931 -  ..
951932 - Andy Grove calls this being alert to "little cat feet" that creep up
951933 - quietly, then suddenly rise like a tsunami, ref SDS 50 1706, into a
951934 - devestating...
951935 -
951936 -
951937 -                       strategic inflection point
951938 -
951939 -
951940 - ...reviewed on 980307, ref SDS 47 6148, which is the challenge of
951941 - disruptive technology, discussed above. ref SDS 0 KS4O
951943 -  ..
951944 - Christensen seems to further argue that the party at risk needs to
951945 - make strategic investment in trial and error, i.e., experimenting, to
951946 - discover better products, better engineering, better manufacture,
951947 - better distribution, better marketing, and, over-riding all of these,
951948 - better management processes.  Empathic design is a universal principal
951949 - of continual improvement that is effective and essential across all
951950 - business functions. ref SDS 0 4896
951951 -
951952 -     [On 000116 Morris noted that most innovations are not useful, and
951953 -     so it is risky to evaluate new methods. ref SDS 91 5063 and also
951954 -     ref SDS 91 0627]
951955 -
951956 -
951957 -
951958 -
951959 -
951960 -
951961 -
9520 -

SUBJECTS
Knowledge Benefits Deferred, People Pilot Test 20 Min - 1 Hour
Credibility - No Faith to Make Effort to Learn SDS
Not Enough Time to Succeed Managers Resist Changing Methods
Culture Knowledge Resisted Mysterious Black Box Requires Transition
Engineers Resist Changing Work Practices, 000413
Culture of Knowledge Transition from Information Culture
KM Difficult to Understand SDS Core Capability
Boss Says Asking to Use Com Metrics Shows Lack of Competence
Customers Not Anxious to Add Intelligence to Management Using SDS
Knowledge Deferred Reward Information Immediate Data Immediate Use
Paperwork SDS Writing Organizational Memory Impedes Expediting Work
Cultural Forces Prevent Improvement Transformation to New Way of Work

B314 -
B31501 -  ..
B31502 - Culture of Knowledge Moves Beyond Information Technology
B31503 - Leadership Overcomes Inertia of Success That Resists New Methods
B31504 - Cultural Forces Prevent Engineers from being Helped by Com Metrics
B31505 - Lawyers Can Use Com Metrics Because Their Work Pracitce Uses Writing
B31506 -
B31507 - Morris said powerful social and cultural forces resist investing time
B31508 - and expense for deferred rewards, ref SDS 0 MR41, and this prevents
B31509 - improving management. as set out in his letter on 990525, ref SDS 60
B31510 - 0966, and cited by Intel's chairman, Andy Grove, below. ref SDS 0 5110
B31511 - On 980307 Grove discusses advantages of feedback; yet, there is a long
B31512 - record of resistance to good management caused by fear of
B31513 - accountability. ref SDS 47 5943  On 980905 Morris noted management
B31514 - practices have not changed since the 1960s. ref SDS 54 0714  On 960304
B31515 - Forbes reports Intel resisted transformation to manufacturing
B31516 - microprocessors, which later made them a successful company.
B31517 - ref SDS 32 8499  On 960703, Intel
B31518 -
B31519 -      [On 020924 people angry about difficulty of transformation to
B31520 -      a new way of working intelligently using SDS to align the work
B31521 -      for accurate understandings. ref SDS C7 BV6O
B31523 -       ..
B31524 -      [On 020927 cultural change from investing time and money for
B31525 -      accurate communication. ref SDS C8 W682
B31527 -       ..
B31528 -      [On 020930 Morris says advance of information technology led to
B31529 -      decline of accuracy, making communication biggest risk in
B31530 -      enterprise. ref SDS C9 5T5I
B31532 -       ..
B31533 -      [On 040214 Gary cites Howard Aiken support for long history
B31534 -      showing people stealing good ideas is a low risk, because "good"
B31535 -      ideas come dressed in coveralls and look like work to overcome
B31536 -      powerful cultural forces that resist improvement of the status
B31537 -      quo. ref SDS D2 N87M
B31539 -       ..
B31540 -      [On 060505 medical management discourages patient single point
B31541 -      contact for collaboration, coordination, and leadership; doctors
B31542 -      afraid that case management is resisted as "interference."
B31543 -      ref SDS E0 R33L
B31545 -  ..
B31546 - On 890809 Morris observed how business culture encourages conformance
B31547 - with traditional practices for creating and using information in
B31548 - meetings, calls and email. ref SDS 3 QS5J  Milton Friedman describes
B31549 - the tyranny of the status quo that stifles innovation, reviewed on
B31550 - 950911, which the Toffler's propose to solve through empowerment,
B31551 - commenting on an article about the Toffler's book "Futer Shock."
B31552 - ref SDS 28 0581  Grove explains empowerment for people to experiment
B31553 - on the job to pilot test new tools and methods overcomes inertia of
B31554 - success that blinds executives to the dangers of standing pat and
B31555 - relying on the status quo to meet new realities. ref SDS 47 3416
B31556 -
B31557 -      [On 040203 research shows bureaucracy fosters an innovation loop
B31558 -      by using power to command using established methods and
B31559 -      technology that prevents pilot testing to experiment for
B31560 -      discovering new methods and technology that improve command and
B31561 -      control of the work. ref SDS D1 E44K
B31563 -       ..
B31564 -      [On 040802 Gary does not have time to work on explaining SDS
B31565 -      support for "intelligence" in an ASB filing to set a standard on
B31566 -      saving time using using SDS for organizational memory.
B31567 -      ref SDS D4 0001
B31569 -       ..
B31570 -      [On 040813 movie Command Decision illustrates why improvement
B31571 -      takes a long time because transformation is resisted by powerful
B31572 -      cultural forces. ref SDS D5 IU6U
B31574 -       ..
B31575 -      [On 060217 culture of bureacracy at Kaiser resists transformation
B31576 -      to working intelligently. ref SDS D9 1T6K
B31578 -  ..
B31579 - Grove explains resistance to improvement in his book, "Only the
B31580 - Paranoid Survive" comes from the biological drive for safety that
B31581 - feels secure with stability that makes people like to work on familiar
B31582 - things in familiar ways, reviewed on 980307. ref SDS 48 2648  Earlier,
B31583 - on 910911 social peer pressure prevents improvement, ref SDS 6 543F
B31584 - Ross noted this problem at IBM in a call on 920402. ref SDS 10 0344
B31585 - Morris experienced this pressure on 940327 when people got mad because
B31586 - he tried to submit notes of prior events to refresh recollections.
B31587 - ref SDS 19 J47F
B31588 -
B31589 -     [On 010517 Pat Lincoln cited social pressures against improving
B31590 -     management. ref SDS B0 WP8G
B31592 -      ..
B31593 -     [On 001004 overwhelming tendency to use bad management that seems
B31594 -     fast and easy in the moment. ref SDS A0 WV4K
B31596 -      ..
B31597 -     [On 010719 improving management and innovation is stifled at
B31598 -     Aerospace Company. ref SDS B2 YR9J  On 011006 problem cited again
B31599 -     as hopeless to improve. ref SDS B6 EL5F and ref SDS B6 MO6F and
B31600 -     further at, ref SDS B6 O99K
B31602 -      ..
B31603 -     [On 011210 transformation to a new way of working requires
B31604 -     enabling forces that occurs over a period of 50 years in an
B31605 -     establsihed culture. ref SDS C0 R66K
B31607 -      ..
B31608 -     [On 020131 Don Rumsfeld, Secretary of Defense, explains cultural
B31609 -     forces that resist innovation in big organizations. ref SDS C1
B31610 -     0001
B31612 -      ..
B31613 -     [On 020920 Jack Park urges abandoning help for powerful people to
B31614 -     transform from information to a culture of knowledge. ref SDS C5
B31615 -     0E62 and ref SDS C5 0E6Y
B31617 -  ..
B31618 - On 911121 business image of leadership as talking and computers for
B31619 - secretaries prevents using SDS. ref SDS 7 B16L  On 920401 Ross cited
B31620 - cultural at IBM to maintain style and image of management as talking
B31621 - rather than capturing organizational memory and using intelligence.
B31622 - ref SDS 10 0344  He suggested voice recognition that let managers talk
B31623 - to the computer might solve the culture problem. ref SDS 10 4W5M
B31625 -  ..
B31626 - On 960828 managers fear improving management because it seems like
B31627 - admitting incompetence, which threatens job security. ref SDS 36 KP4N
B31628 -
B31629 -     [On 991222 Doug Engelbart calls for new way of thinking and
B31630 -     working. ref SDS 88 3696
B31631 -
B31632 -     [On 001219 Luddites resist new ways of thinking and working to
B31633 -     improve productivity and earnings. ref SDS A4 FM3J
B31635 -      ..
B31636 -     [On 001222 leadership enable to overcome resistance to new way of
B31637 -     thinking and working. ref SDS A5 1C9M
B31639 -      ..
B31640 -     [On 010111 progress slow on deploying new way of thinking and
B31641 -     working. ref SDS A6 EF6M
B31643 -      ..
B31644 -     [On 010321 explained this worry in POIMS. ref SDS A8 RM4H
B31646 -  ..
B31647 - On 960924 leadership overcomes common sense objections to capturing
B31648 - organiztional memory. ref SDS 37 O24L
B31649 -
B31651 -  ..
B31652 - Learning 2 Months Discover SDS Benefits Too Long Deferred Awards
B31653 - Deferred Rewards Cultural Barriar to Knowledge Management
B31654 -
B31655 - Morris feels there is no market for "knowledge" support.  People want
B31656 - tools for information management that bring immediate gratification
B31657 - like meetings, email, filing cabinets, telephones, Palm Pilots, etc.,
B31658 - because the benefits of knowledge, explained in POIMS, ref OF 1 3742,
B31659 - are deferred.  New "knowledge" does not yield a reward until days,
B31660 - weeks, sometimes years later.
B31661 -
B31662 -     [On 020618 SDS records on the Internet show benefits of good
B31663 -     management; creates desire to work intelligently, but seems out
B31664 -     of reach using familiar technology and methods everygody likes.
B31665 -     SDS explicit links change attitudes from getting by with bad
B31666 -     management that seems fast and easy, to using good management
B31667 -     because SDS makes working intelligently to save time and money
B31668 -     fast and easy. ref SDS C3 MU6H
B31670 -      ..
B31671 -     [On 020820 adding links to email using explicit links to sources
B31672 -     on the Internet seems out of reach, so people give up on improving
B31673 -     communication. ref SDS C4 O1QQ
B31675 -  ..
B31676 - People emotionally equate information from a business meeting or phone
B31677 - call to someone saying....
B31678 -
B31679 -             The pot is boiling over, turn down the heat!
B31681 -  ..
B31682 - This information has immediate value for taking action that is clearly
B31683 - understood, so follow up can be carried out to get things done, e.g.,
B31684 - turn down the heat to prevent a disaster.  People feel "knowledge" is
B31685 - gained from going to school, which takes many years before any return
B31686 - occurs.  Business sometimes invests to help people return to school
B31687 - for more knowledge, but normally people make this investment on their
B31688 - own time, because there is no immediate gain to the business.  An MBA
B31689 - degree is an example.  This long cultural experience imparts belief
B31690 - that investing in intelligence support to convert information into
B31691 - knowledge, like SDS, Communication Metrics, Knowledge Management,
B31692 - etc., does not bring immediate rewards.
B31694 -  ..
B31695 - Since information brings immediate rewards, people demand more
B31696 - information, and eschew investing to generate knowledge from meetings
B31697 - and other business communications, because deferred rewards bring no
B31698 - satisfying emotional charge, i.e., information feels good, because it
B31699 - has an immediate impact, but knowledge does not.  Since people like
B31700 - feel good management, as Morris noted on 911123, ref SDS 8 1331, he
B31701 - feels it is impossible to help people acquire a thirst for knowledge
B31702 - sufficient to generate a demand for SDS.
B31704 -  ..
B31705 - I mentioned that people recognize benefits of saving time and money by
B31706 - using SDS to convert information into knowledge, within about two
B31707 - months.  That occurred at PG&E and later at the Corps of Engineers,
B31708 - for example reported on 961101. ref SDS 38 8888
B31710 -  ..
B31711 - Morris said 2 months is too long.  People want self-evident benefits
B31712 - to occur immediately, like seeing a backhoe dig 1000 CY in a day,
B31713 - instead of 100 CY, or delivering 10 tons of stuff across town, instead
B31714 - of 1 ton.  He feels management work is not susceptible to that kind of
B31715 - self-evident improvement because results of action don't occur until
B31716 - much later.  People generally don't think beyond the next day or two,
B31717 - so benefits a week or months later do not register.
B31718 -
B31719 -     [On 000709 Morris made same point in telecon with Bill DeHart on
B31720 -     experience discovering benefits of SDS at PG&E. ref SDS 98 0784
B31722 -      ..
B31723 -     [On 010425 Morris feels SDS benefits of everything in the righ
B31724 -     place at the righ time is self-evident. ref SDS A9 EP7F
B31726 -      ..
B31727 -     [On 010425 Morris reported SDS improves management better than
B31728 -     other methods. ref SDS B5 XT5F
B31730 -  ..
B31731 - Information technology (IT) generates sales, because, as noted above,
B31732 - people feel information from telephone, ref SDS 0 SY4K, calls,
B31733 - meetings, and correspondence impact action right away. The boss says
B31734 - Monday will be a holiday.  A vendor says the new generator will be
B31735 - delivered on time. This seems like information people can use
B31736 - immediately, which imparts the false impression that information is
B31737 - more useful than knowledge. People are so hungry for information that
B31738 - reducing mistakes by adding "intelligence" to information in order to
B31739 - obtain knowledge of cause and effect, (i.e., adding organization,
B31740 - analysis, alignment, summary connected to relevant details and
B31741 - feedback, see POIMS, ref OF 1 0367), seems too remote to be useful.
B31742 - For example, connecting a promise to deliver a generator on time, with
B31743 - relevant history showing the vendor has missed prior delivery dates,
B31744 - submittals have not been approved, and a factory inspection failed
B31745 - yesterday, may indicate it is a mistake to rely on information that
B31746 - the generator will be delivered on time.  Such mistakes, however,
B31747 - don't show up until later, and then they become part of the work to
B31748 - have another meeting, phone call or email. As a result, people always
B31749 - feel they need more information for problem handling and expediting,
B31750 - rather than more knowledge to save time and improve earnings, because
B31751 - they don't know what "knowledge" means, except for going back to
B31752 - school, and that cannot solve immediate problems.
B31754 -  ..
B31755 - So, this is an education and experience issue, i.e., we have to
B31756 - overcome ignorance in order to overcome fear and denial by giving
B31757 - people the opportunity to experience benefits of organizational
B31758 - memory, and that fears about accountability are not justified.
B31760 -  ..
B31761 - On 960924 leadership overcomes these common sense objections to
B31762 - capturing organiztional memory. ref SDS 37 O24L
B31764 -  ..
B31765 - Morris said he has found no customers anxious to add "intelligence" to
B31766 - management.
B31767 -
B31768 -     [On 000709 Morris framed this as executives, managers and
B31769 -     engineers do not care enough about improving earnings to overcome
B31770 -     fear of accountability and learning curve. ref SDS 97 AR4J and
B31771 -     ref SDS 97 RX3K
B31773 -      ..
B31774 -     [On 000517 Morris noted that nobody will pay $20 for SDS at Fry's,
B31775 -     ref SDS 95 8316
B31777 -  ..
B31778 - Morris feels there is not enough faith yet that front-end investment,
B31779 - using SDS to convert information into knowledge, saves time and money.
B31780 - More importantly, people fear accountability that comes with creating
B31781 - "knowledge" in SDS records, because the record exposes mistakes that
B31782 - can be used to diminish someone's reputation for personal competence,
B31783 - rather than provide case study for lessons learned that save time and
B31784 - money.  He feels nobody wants to bother researching lessons learned,
B31785 - because it is faster and easier to fire people.  Therefore, threats to
B31786 - personal competence threaten personal livilihood, reviewed on 980405.
B31787 - ref SDS 49 5065  As a result, the opportunity of gaining credit for
B31788 - improved earnings by using SDS is overwhelmed by the larger fear of
B31789 - accountability, i.e., fear of loss trumps opportunity for gain.  Thus,
B31790 - improving competence, cited by ISO criteria on 950721, ref SDS 27
B31791 - B5WK, and by Peter Drucker, as the core management responsibility,
B31792 - reveiwed on 931130, ref SDS 15 7720, is turned from an asset into a
B31793 - liability, by cultural dynamics on the job.
B31794 -
B31795 -
B31796 -
B318 -

SUBJECTS
Insulted Boss Morris Jones Tried Getting Approval SDS Communication

BB03 -
BB0401 -  ..
BB0402 - Morris Tried Discuss Communication Metrics at Intel
BB0403 - Insulting Educate New Way of Working Successful People Get Mad
BB0404 - Competence Improvement Interpreted as Personal Defect People Get Mad
BB0405 -
BB0406 - This evening Morris disclosed difficulty trying to explain SDS to his
BB0407 - boss at Intel.  He encountered significant cultural resistance, as he
BB0408 - relates today, per above. ref SDS 0 1233  Earlier on 940327 people got
BB0409 - mad when he tried to submit notes of prior events to refresh
BB0410 - recollections. ref SDS 19 J47F  Similar rejection occurred at Van
BB0411 - Caspar brokerage firm when Dale tried to explain better management
BB0412 - using SDS, reported on 910221. ref SDS 4 E74N
BB0414 -  ..
BB0415 - The law for the conservation of knowledge, see POIMS, ref OF 1 154H,
BB0416 - was explained at that time on 910221, using SDS for intelligence
BB0417 - support that helps make sense of complex information by connecting the
BB0418 - dots into the power of knowledge. ref SDS 4 RX4F
BB0420 -  ..
BB0421 - Morris feels it is impossible to get approval for using SDS at Intel,
BB0422 - similar to experience at Chips, reported on 951228, ref SDS 30 1005,
BB0423 - because you have to educate people about good management practices in
BB0424 - relation to limitations of span of attention, and problems of meaning
BB0425 - drift revealed in cognitive science that can be solved with technology
BB0426 - using the right mix of integrated tools.  This requires teaching
BB0427 - people differences between "paperwork" which stifles productivity, and
BB0428 - "intelligence" that converts information into the power of knowledge;
BB0429 - but, the boss' doesn't want to invest time to learn, because people
BB0430 - are paid generously to get by relying on prior training and
BB0431 - experience, even though, as Grove points out conditions are evolving
BB0432 - on the Information Highway, that make traditional communication skills
BB0433 - obsolete. ref SDS 48 HN42
BB0434 -
BB0435 -         [On 020924 people angry about difficulty of transformation to
BB0436 -         a new way of working intelligently using SDS to align the work
BB0437 -         for accurate understandings. ref SDS C7 BV6O
BB0439 -  ..
BB0440 - The boss naturally relies on "common sense" by saying...
BB0441 -
BB0442 -      How can SDS solve information overload by adding a more
BB0443 -      paperwork?
BB0445 -       ..
BB0446 -      Why do you need SDS and a Communication Analyst to organize and
BB0447 -      align information with objectives, requirements and commitements?
BB0448 -      We're paying you $100Ks to do that.
BB0450 -       ..
BB0451 -      If you are not competent, we'll get someone smarter who can do
BB0452 -      the job,"
BB0454 -  ..
BB0455 - As discussed on 890809, you cannot explain information overload hurts
BB0456 - everyone, including the boss, and that SDS adds "intelligence" to
BB0457 - management by converting "paperwork" into useful knowledge.  Limited
BB0458 - time prevents senior people from grasping counterintuitive methods
BB0459 - that conflict with common sense, ref SDS 3 U87H, and so seem insulting
BB0460 - that makes people mad, absent investing time to gain experience
BB0461 - working with SDS records, and for studying POIMS to understand Com
BB0462 - Metrics in relation experience using SDS records.
BB0464 -  ..
BB0465 - Even though Grove argues that executives must study in order to meet
BB0466 - the challenge of new realities, executives are deaf to the same
BB0467 - message from subordinates. ref SDS 48 1660 and ref SDS 48 5794  This
BB0468 - social dynamic of ignorance, fear and denial was cited previously
BB0469 - working with USACE, for example, on 971017. ref SDS 44 4814  More
BB0470 - recently, on 990505 Jason Yuen at SFIA had the same experience.
BB0471 - ref SDS 59 8955
BB0472 -
BB0473 -     [On 990912 articles say high cost of medical mistakes caused by
BB0474 -     culture of denial fostered by desire to avoid challenge to
BB0475 -     personal competence. ref SDS 80 3416
BB0477 -      ..
BB0478 -     [On 990924 analysis on high cost of medical mistakes shows this is
BB0479 -     generic problem that permeates all sectors. ref SDS 82 0593
BB0481 -      ..
BB0482 -     [On 991021 executives told to destroy records after 45 days.
BB0483 -     ref SDS 84 2695
BB0485 -      ..
BB0486 -     [On 991108 analysis shows cultural forces reduce reliance on
BB0487 -     literacy. ref SDS 85 7520
BB0489 -      ..
BB0490 -     [On 000106 Morris related again difficulty explaining SDS and Com
BB0491 -     Metrics to a boss, because it sounds arrogant and conveys
BB0492 -     incompetence. ref SDS 90 0877
BB0494 -      ..
BB0495 -     [On 000517 Com Manager need not attend every meeting, a little
BB0496 -     intellignece improves all communication. ref SDS 95 2537
BB0498 -      ..
BB0499 -     [On 001114 Doug Engelbart awarded National Medal of Technology for
BB0500 -     work to improve competence, ref SDS A2 SU3L, which is impeded by
BB0501 -     cultural dynamics that fear accountability. ref SDS A2 V4RK
BB0503 -      ..
BB0504 -     [On 010321 explain in POIMS cultural conflict between talent and
BB0505 -     tools that pro
BB0507 -      ..
BB0508 -     [On 030808 Pat Lincoln has similar experience with scientists
BB0509 -     refusing to investigatge new ideas at SRI. ref SDS D0 J54K
BB0511 -      ..
BB0512 -     [On 040721 Pat Lincoln explains again frustrations presenting SDS
BB0513 -     to people working on technology to improve management. ref SDS D3
BB0514 -     Q37L
BB0516 -  ..
BB0517 - Sounds like we have a disruptive technology discussed above.
BB0518 - ref SDS 0 9711
BB0520 -  ..
BB0521 - We discussed this previously on 970527. ref SDS 40 D2UW
BB0522 -
BB0523 -     [On 991108 cultural forces suppress literacy in the work place.
BB0524 -     ref SDS 85 7520]
BB0525 -
BB0526 -     [On 001027 Doug Engelbart related life-long struggle to advance
BB0527 -     technology for knowledge work. ref SDS A1 0001
BB0529 -  ..
BB0530 - This aligns with the definition of "disruptive technology" above,
BB0531 - ref SDS 0 9711, and with report on 990505 that "attitudes" must change
BB0532 - before management can be improved with Communication Metrics.
BB0533 - ref SDS 59 4732  On 940628 Wayne Wetzel cited laziness, ref SDS 23
BB0534 - 0550; however, the locus of resistance more likely is ignorance,
BB0535 - ref SDS 23 0098, from earlier analogy on 920110. ref SDS 9 4839
BB0536 -
BB0537 -     [On 000428 cultural blinders prevent engineers from understanding
BB0538 -     Knowledge Management. ref SDS 94 2318
BB0540 -      ..
BB0541 -     [On 990625 "psyche" prevents executives from executing sound
BB0542 -     management practices of writing up meeting notes. ref SDS 66 4914]
BB0544 -      ..
BB0545 -     [On 990817 Morris commented on competence again. ref SDS 74 6829
BB0547 -      ..
BB0548 -     [On 991222 Doug Engelbart offers guidance on investing in pilot
BB0549 -     testing. ref SDS 88 5402]
BB0551 -      ..
BB0552 -     [On 000105 OOCL promotes initiative. ref SDS 89 0920]
BB0554 -      ..
BB0555 -     [On 000116 Morris noted that most innovations are not useful, and
BB0556 -     so it is risky to evaluate new methods. ref SDS 91 5063 and also
BB0557 -     ref SDS 91 0627]
BB0559 -      ..
BB0560 -     [On 000327 explained need to foster culture of knowledge in
BB0561 -     telecon with Doug. ref SDS 92 4420
BB0563 -      ..
BB0564 -     [On 000428 cultural blinders prevent engineers from understanding
BB0565 -     KM. ref SDS 94 2318
BB0567 -      ..
BB0568 -     [On 000531 Morris only person on planet who can overcome social
BB0569 -     pressure to integrate computer architecture with the architecture
BB0570 -     of human thought. ref SDS 96 4256
BB0572 -      ..
BB0573 -     [On 000711 Doug Engelbart is an example. ref SDS 99 1056
BB0575 -  ..
BB0576 - Cultural forces that resist new methods and tools are reviewed in the
BB0577 - NWO paper... ref OF 2 5653 and citing Tesla. ref OF 3 GU5F  Lynn
BB0578 - Conway cited cultural resistance to change in the IT industry,
BB0579 - ref SDS 34 1368, which Intel was first to overcome, leading to their
BB0580 - current success.
BB0582 -  ..
BB0583 - On 960924 leadership overcomes common sense objections to capturing
BB0584 - organiztional memory in order to have accurate understanding of
BB0585 - experience essential for innovation. ref SDS 37 O24L
BB0586 -
BB0587 -     [On 990907 Dave Vannier noted Com Metrics is tough to explain,
BB0588 -     cited Intel's success overcoming cultural forces that impede new
BB0589 -     methods. ref SDS 78 0855]
BB0591 -      ..
BB0592 -     [On 990910 example of resistance to better management at Kaiser
BB0593 -     Medical. ref SDS 79 9130]
BB0595 -      ..
BB0596 -     [On 990912 culture of denial causes high cost of medical mistakes.
BB0597 -     ref SDS 80 3416]
BB0599 -      ..
BB0600 -     [On 990916 article in Defense Week says Navy is using technology
BB0601 -     to deliver "knowledge" rather than information and data.
BB0602 -     ref SDS 81 0001]
BB0604 -      ..
BB0605 -     [On 990916 article in Sea Power says Navy is integrating
BB0606 -     technological, procedural, and policy changes to improve a
BB0607 -     Sailor's quality of life. ref SDS 81 2501]
BB0609 -      ..
BB0610 -     [On 000711 Doug Engelbart's experience is an example. ref SDS 99
BB0611 -     1056
BB0612 -
BB0613 -
BB0615 -  ..
BB0616 - Lawyers Use Communication Metrics Instead of Managers and Engineers
BB0617 -
BB0618 - Morris proposed that, instead of helping engineers and managers avoid
BB0619 - mistakes by using "intelligence" (organize, analyse, align, and
BB0620 - summary of daily details, ref OF 1 0582), Communication Metrics should
BB0621 - be marketed to lawyers because they are familiar with writing.
BB0623 -  ..
BB0624 - This reflects Max Wideman's forecast on 980824 that people resist
BB0625 - improving management. ref SDS 52 5977  On 980308 Andy Grove, former
BB0626 - CEO of Intel, said leadership must help people overcome the inertia of
BB0627 - success, ref SDS 47 3740, that blinds managers to advantage of new
BB0628 - tools and methods. ref SDS 47 4316
BB0629 -
BB0630 -     [On 990625 doctors don't have time for "intelligence," even though
BB0631 -     medical practice requires this type of effort. ref SDS 65 4752
BB0632 -     and ref SDS 65 0889]
BB0634 -      ..
BB0635 -     [On 990712 objection to clicking on links. ref SDS 69 5837]
BB0637 -      ..
BB0638 -     [On 990714 another example of cultural forces. ref SDS 70 8966]
BB0640 -      ..
BB0641 -     [On 990802 doctor objects to clicking on links. ref SDS 73 9108]
BB0643 -      ..
BB0644 -     [On 990910 doctor objects to clicking on links. ref SDS 79 9130]
BB0646 -      ..
BB0647 -     [On 980827 proposed using Com Metrics for legal support.
BB0648 -     ref SDS 75 0001]
BB0650 -      ..
BB0651 -     [On 990831 lawyer objects to clicking on links. ref SDS 77 4420]
BB0653 -      ..
BB0654 -     [On 000106 helping managers avoid continual bumbling is arrogant.
BB0655 -     ref SDS 90 8712]
BB0656 - ..
BB0657 - We did not discuss this evening the troubling prospect of giving
BB0658 - lawyers a stronger "microscope" to discover mistakes, ref OF 2 2536,
BB0659 - rather than helping engineers and managers avoid mistakes, so there
BB0660 - are fewer to be discovered.
BB0662 -  ..
BB0663 - This is the "Alice in Wonderland" problem cited by Kissinger, reviewed
BB0664 - on 940609. ref SDS 22 4238
BB0665 -
BB0666 -     [On 990912 article on high cost of medical mistakes. ref SDS 80
BB0667 -     0001]
BB0669 -  ..
BB0670 - The New World Order... paper recognizes cultural constraints.  Tools
BB0671 - alone cannot help managers overcome cultural forces against improving
BB0672 - basic work practices.  Only a combination of tools, management science
BB0673 - and leadership can solve the problem. ref OF 2 4305
BB0674 - ..
BB0675 - Christensen makes a similar point in his book. ref SDS 0 0703
BB0677 -  ..
BB0678 - Grove, however, cites Gordon Moore's conviction that managers must
BB0679 - change one way or the other, in order for Intel to survive, as
BB0680 - reviewed on 980307. ref SDS 48 1660  Similarly, Jason Yuen at SFIA
BB0681 - noted that "attitudes" need to change in order to help managers use
BB0682 - Communication Metrics to reduce mistakes.
BB0684 -  ..
BB0685 - That is why empathic design is needed, and why strong leadership is
BB0686 - essential, again noted by Grove. ref SDS 47 1091
BB0688 -  ..
BB0689 - Intel's experience with empathic design provides a bridge for grasping
BB0690 - the advantage of adding "intelligence" to management.  The notion of
BB0691 - "intelligence" being a "disruptive technology" seems foreign to some,
BB0692 - but reflects experience shared by strong leaders, see Grove, below,
BB0693 - and Henry Kissinger reviewed on 940609. ref SDS 22 4238
BB0694 - ..
BB0695 - Communication is the first step of leadership...
BB0697 -  ..
BB0698 - Canvas colleagues about the need to improve communication, and whether
BB0699 - a system of "intelligence" delivered via Internet, that applies
BB0700 - empathic design principles, can help.  Forward this record, and ask
BB0701 - around to see if there is support for experimenting to improve
BB0702 - management processes, that expedite reading and writing, cited by
BB0703 - Grove this evening. ref SDS 0 5110
BB0704 -
BB0705 -
BB0706 -
BB08 -

SUBJECTS
Push Pull Prod Wait Repeat Process - Leadership
Grove Management Ideas
Writing Resisted Engineers, Managers
Writing Avoided to Expedite Slippery Slope to Murphy's Law

BF06 -
BF0701 -  ..
BF0702 - Leadership Cycle Critical Step - Push, Pull, Prod, Wait...
BF0703 -
BF0704 - If there is no interest at this time in improving management, wait
BF0705 - until tomorrow when the next crisis crops up, then ask again.
BF0706 -
BF0707 - Leadership entails push, pull, prod, wait, repeat process, cited in
BF0708 - POIMS. ref OF 1 8556 from work on 940227, ref SDS 18 7294  This simple
BF0709 - design works wonders.
BF0711 -  ..
BF0712 - Morris is good with loops in software and circuit design, so this
BF0713 - should fit his leadership style.
BF0715 -  ..
BF0716 - On 970703 leadership role reviewed. ref SDS 41 9603
BF0717 -
BF0718 -    [On 990713 Morris took a step. ref SDS 70 0001]
BF0719 -
BF0720 -    [On 990726 cited leadership cycle again. ref SDS 72 7120]
BF0721 -
BF0722 -    [On 990802 leadership cycle used at Kaiser. ref SDS 73 2500]
BF0723 -
BF0725 -  ..
BF0726 - Grove Interviewed on Innovator's Dilemma
BF0727 - Manager's Dilemma:  Engineers Don't Read, Don't Write
BF0728 - Empathic Design Applied by SDS Improves Reading and Writing
BF0729 -
BF08 -
BF09 -
BF10 - 0001
BF11 -
BF1101 - This evening Andy Grove, COB Intel, was interviewed on the Charlie
BF1102 - Rose program, as a follow up to the Clay Christensen interview last
BF1103 - night. ref SDS 0 0833
BF1105 -  ..
BF1106 - Grove was interviewed by CNN broadcasting on 971222 on being named by
BF1107 - Time magazine as "Man of the Year." ref SDS 46 0001
BF1109 -  ..
BF1110 - The program was broadcast from San Francisco.
BF1112 -  ..
BF1113 - The CEO of CISCO appeared on the same program.
BF1115 -  ..
BF1116 - Rose asked what effect Christensen's book has had on Intel?
BF1118 -  ..
BF1119 - Grove responded that Intel employs engineers, and unfortunately
BF1120 - engineers do not read books.
BF1122 -  ..
BF1123 - Rose asked if that is because they are too busy reading manuals.
BF1125 -  ..
BF1126 - Grove replied something along the lines that Intel would be more
BF1127 - profitable if engineers would read manuals.
BF1129 -  ..
BF1130 - These remarks got laughs, because there is recognition that this is a
BF1131 - genuine problem, and people like to poke fun at success.  Intel is
BF1132 - successful.
BF1133 -
BF1134 -     [On 020504 study shows requirements for good management using
BF1135 -     accurate communications specified in FAR, ISO, Health Care, Covey,
BF1136 -     Drucker, 2,000 year tradition of literacy for contemporaneous
BF1137 -     documentation and feedback to work intelligently are ignored in
BF1138 -     government, business, health care, every sector. ref SDS C2 NS6F
BF1140 -  ..
BF1141 - Not reading, cited by Grove, ref SDS 0 5110, is a complementary
BF1142 - problem to not writing, which Morris noted on 990525, ref SDS 60 0966,
BF1143 - and is illustrated by the record on 960326, ref SDS 33 LO5G, which
BF1144 - supports earlier concerns on 950228 that managers waste endless hours
BF1145 - in meetings arguing about who said what at the last meeting, because
BF1146 - nobody is prepared. ref SDS 25 1994  Another example of reluctance to
BF1147 - read the record to be prepared is on 920428. ref SDS 11 5864  On 960205
BF1148 - study found that people 70% of the day in unproductive meetings,
BF1149 - because people are not prepared. ref SDS 31 5902
BF1151 -  ..
BF1152 - On 950927 reviewed with Dave Vannier the importance of reading and
BF1153 - writing. ref SDS 29 6461
BF1155 -  ..
BF1156 - These two factors, i.e., failing to read and write, would seem to
BF1157 - strip Intel of a primary source of earning capacity, not to mention
BF1158 - the key skills of western civilization, to wit:  literacy.
BF1159 -
BF1160 -     [On 990625 doctors don't have time to read and write despite
BF1161 -     published guidelines for good medical history. ref SDS 65 1978]
BF1163 -      ..
BF1164 -     [On 991108 pressures in workplace that suppress literacy.
BF1165 -     ref SDS 85 1092]
BF1167 -      ..
BF1168 -     [On 010619 government contracting agency recognizes need to
BF1169 -     improve literacy. ref SDS B1 KWSQ
BF1171 -      ..
BF1172 -     [On 020923 Morris comments on difficulty getting people to read.
BF1173 -     ref SDS C6 BQ7N
BF1175 -  ..
BF1176 - How does enterprise survive without literacy?
BF1178 -  ..
BF1179 - Sunshine profits from fortuitous market conditions, and economies of
BF1180 - scale, buy off poor management that tolerates lack of literacy.
BF1182 -  ..
BF1183 - Intel's competitors don't read and write either, so Intel can afford
BF1184 - to feed a successful business model by spending huge sums on rework
BF1185 - fixing continual mistakes, to eventually create useful products.
BF1186 - Customers pay for Intel's poor management, because bumbling is matched
BF1187 - or exceeded by competitors.
BF1189 -  ..
BF1190 - Under the "Innovator's Dilemma," what's going to happen when someone
BF1191 - discovers there is a way to make literacy easier and more valuable?
BF1192 - Will "intelligence" that results from reading and writing reduce
BF1193 - costs, disclose opportunity, constituting a "disruptive technology"
BF1194 - because engineers will start reading the books and manuals that impact
BF1195 - their work?
BF1197 -  ..
BF1198 - On 990419 explained how SDS expedites and adds value to both reading
BF1199 - and writing. ref SDS 57 3240  Under Grove's observation, this would
BF1200 - make Intel and other firms more productive.  It might help solve the
BF1201 - problem Morris cited on 990525. ref SDS 60 0966  Every little bit
BF1202 - helps.
BF1204 -  ..
BF1205 - On 950204 Morris reported SDS supports empathic design. ref SDS 24 5932
BF1207 -  ..
BF1208 - Since SDS expedites reading and writing, which are useful to empathic
BF1209 - design, to engineering, marketing, and other functions, maybe it is a
BF1210 - "disruptive technology" that portends a "strategic inflection point"
BF1211 - which seems to be on the minds of some at Intel, as reviewed on
BF1212 - 980307. ref SDS 47 6148
BF1214 -  ..
BF1215 - Grove went on to say during the Rose interview that some executives
BF1216 - went to dinner after Christensen's presentation at Intel in 1997, and
BF1217 - discussed how Intel should respond to "disruptive technology."  In
BF1218 - Intel's case it is lower cost processors.  Grove mentioned that Intel
BF1219 - now sells processors for PCs in three price markets, rather than just
BF1220 - one, as was the case before Christensen presented his ideas at Intel.
BF1222 -  ..
BF1223 - Grove did not disclose how Intel would overcome resistance to using
BF1224 - good management, which begins with reading and writng under Drucker's
BF1225 - formula that "analysis" is a primary responsibility of management,
BF1226 - reported on 931130. ref SDS 16 7911
BF1227 -
BF1228 -
BF1229 -
BF1230 -
BF1231 -
BF1232 -
BF1233 -
BF1234 -
BF1235 -
BF1236 -
BF1237 -
BF1238 -
BF13 -
Distribution. . . . See "CONTACTS"