the planning, planning systems, intelligence & measures50 tom peters/06.28.2005/for cognos

The Planning, Planning Systems, Intelligence &

Measures50Tom Peters/06.28.2005/for Cognos

The Planning, Planning Systems, Intelligence & Measures50

*K.I.S.S. (!!) (450/8.) (500/50—GB.) (Lee’s Blackberry.)*Complexity accretes one day/person/item at a time!*There must be a “Systems & Measures Un- designer.” (Rem Koolhaas: “Often my job is to undo things.”)*Focus!!!!*5 or less key indicators (project, Giant Corp); 2 of the 5 must be non-obvious. (Enrico’s “Rule of Three.”)*Key indicators must be backed up by unmistakable impact on evals and compensation! (JW & 6-sigma)*Prune 50% of your measures … TODAY.


*“Measurement Architecture” = (Real) Corporate Strategy. (PERIOD.)

*Can a fourth grader understand it (Paul Sherlock, JW)?*Overall “systems architecture” should be in the heads of no more than three people. (Fred Brooks jr/ 360.)

*Nothing is easier than lying with statistics.*Hard is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.)


*Fanatically measure Customer Satisfaction regarding systems/measures!*If the Customer says it’s confusing … it’s confusing. PERIOD.*Systems & Measures planning must be “Bottom Up”! (Buy-in Rules in “systems world.”)*If, as a “systems’ guy/gal,” it “turns you on” … BEWARE! (Jefferson’s Rule.)


*Systems & Measures should be/can be/ought to be Works of Art!*Great systems are about aesthetics!*Is it “beautiful”?*Is it “graceful”?*Is it Surprising? *Use a great Graphic Designer on all systems development teams (and a damn good Psychologist).


*Systems design is not innocent: It is the Ultimate Power Game!*She/He who controls the primary measures … Rules the World! (TP’s desired Appointment.)


*Budgets are imperative.*Budgets are starting points, not meant to be straight jackets.*Budgets: K.I.S.S. (Redux.) (!!!!)*Don’t forget judgment. (JW.)*Plan, then burn the plan! (Koppers.)*“Continuous budgeting” is Cool … unless it becomes so plastic you forget where you started and it becomes meaningless. (Clear Comparisons Rule.)


*“Intelligence” is always obvious after the fact.*B.I.: Remember HUMINT!!*Great BizIntelligence depends on Freaks & Whackos, from Langley to the Board Room. (I.e., Be Incredibly Eclectic in terms of sources of Intelligence.)*All intelligence gathering is a Political Activity. (C.f. CIA, FBI.)*B.I. is about “outliers.” (?? If you can measure it, it’s not on the leading edge??)


*If a system/measure gives you a stupid answer, it’s probably a stupid system/measure.*Measures should routinely produce Surprises (if not, discard them).


*Intangibles rule! *Measure intangibles! (!!!!)*Be(very)ware the tangibles becoming Total Reality, thence crowding out Real Reality.*Constantly review what’s not being measured. (Ever tried to drive a car using only the dashboard?)*“Models” are incredibly Stupid (very rough approximations of reality): Make sure everyone understands that!*Business is Art!


*Perform systems & Measures post-mortems after major fiascos (“Why didn’t this stick out like a sore thumb?”)

*The half-life of Measures is 3 years. (Effective “gaming” begins in year #2, reaches a crescendo by year #4.)


*Planning systems should support execution! (PERT/CPM.)

*Uniformity of measurement/presentation across units is fantastic up to a point. *“Let a thousand flowers bloom, let a hundred schools contend”: Let 100 flowers bloom, let a dozen schools contend.*Selection of measurements is one of the Most Creative Acts in the Enterprise!*Are there Freaks aplenty in the Systems & Measures & Intelligence activities?

the planning, planning systems, intelligence & measures50 tom peters/06.28.2005/for cognos

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