T:WTF 025 – Planning too much is planning to fail

This is the sixth instalment of the Theory of Constraints conversation. We focus on project planning.

You Cannot Manage What You Do Not Plan

But don’t over plan!

What you scream! How can you over plan! There is an old adage that says failing to plan is planning to fail. Yet there is a risk of taking this piece of wisdom and stretching it beyond the truth that it is.

The false belief that almost naturally flows from the importance of planning is that more planning is better and that the elusive key to successful projects is better planning.

There are a lot of details around this and there is a clear structure and approach so jump in.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

Netflix, Digital Disruption and Multichoice’s Cry For Regulation

Jerm’s illustration is published and linked to from TechCentral Netflix brings digital disruption and Multichoice wants its regulated. They have even suggested that they need to BEE compliant. They argue that they want to have a level playing field. This call surprised me. The reason I have always admired Multichoice’s approach to innovation, entrepreneurial spirit and approach … Read moreNetflix, Digital Disruption and Multichoice’s Cry For Regulation

T:WTF 023 – Designing For Delegation!

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks at how the Theory of constraints can help you grow your business. This is the fifth instalment where we chat about Designing For Delegation!


Designing For Delegation!

There are two types of constraints in a business. One constraint is operational. It’s in your value stream – the way you deliver products and services to your customers.

The other constraint is strategic. It’s the constraint that is regulating how fast your organisation can grow. By default that constraint is management attention.

Unfortunately, in many organisations, the operational constraint is also management attention because the organisation was not designed to allow effective delegation.

The Three Levels of Work

In this episode, Ashton breaks down how a business grows and how delegation needs to happen within the organisation. Using a hypothetical example Ashton goes on to explain that as the organisation grows it moves through different levels. Delegation enables you to move between the different levels where:

  • The first level is technical work.
  • The second level is process work.
  • The third level is strategic work.

A Natural Upwards Flow

The most natural way for a business to grow is from technical upwards. First, do the technical work, then build the processes to be able to delegate that technical work. When that is in place, build the processes to manage the processes, and delegate that. Then begin to focus on the strategic work.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 022 – Are you spending too much money for increased capacity

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.


Spending Money Wisley

This is the fourth installment where we about money and how to focus where you spend your money with the goal of making more money. And we all need that right?

In order to focus proper constraint, management gives us a five-step process that we should be cycling through over and over again. And in that five-step process, spending money is not the first, but the last thing we do to our current constraint!

Here are the five steps – which we covered in episode 2, where Ashton breaks down why spending money is part of step 5:

  1. Identify your constraint
  2. Exploit and protect your constraint.
  3. Subordinate everything else to the above decision.
  4. Elevate the constraint.
  5. Don’t let inertia become your growth constraint.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 021 – Growing Your Business Where It Really Matters

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.

This is the second installment where we chat about improvements that really matter!


New Improvement That Really matters

As Ashton points in this podcast, there is a bit of a contradiction with improvements. We look at why there is an inverse relationship between the number of improvements and actual improvement

Common wisdom says that we will get a large result when we make many small improvements. Through Ashton’s experience with Theory of Constraints we see the opposite is true, where
It’s difficult to predict real bottom line success

  • People getting change weary – you will know this if you have gone through it.
  • It gets expensive. The cost of the many changes impacts exponentially – both financially and emotionally
  • The results of the improvements were unpredictable and didn’t even add up.

Why The Traditional Approach Does Not Work!

Ashton goes on to explain that traditional approach does not work. Here is why:

  • Organisations are complex
  • Everything is connected. When you push one thing, it will pull elsewhere. The moment you start moving one thing, everything else is impacted.
  • When multiple people start moving things, things move in unpredictable directions.
  • Every change requires predictable resources – time, money and energy. This unpredictability cost of time, money and energy when driven by the chaos factor.
  • Multiple simultaneous changes exponentially increase the complexity and chaos in your business.

To solve this, Ashton provides five steps to help focus things:

  1. Identify your constraint
  2. Exploit and protect your constraint.
  3. Subordinate everything else to the above decision.
  4. Elevate the constraint.
  5. Don’t let inertia become your growth constraint.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 020 – Why you cannot ignore TOC

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business. In this introduction, Ashton takes us on a walk into what ToC is.


What Is the Theory of Constraints?

The idea behind TOC is a bit counter to the way most of us look at business. Yet it is something that can truly help break through many of the challenges that businesses face every day.

There is real theory behind the idea and has a proven method that enables rapid growth whilst at the same time helping to stabilise your business.

A Dynamic Management Methodology

It is a management methodology strongly based on scientific thought and research. It has a series of applications ranging from production management to product management, to strategy development & execution, supply chain management, financial management.

Ultimately it impacts every part of your business and integrates well with existing methodologies. This includes Lean, Six Sigma, Total Quality Management, Agile, Scrum. It helps improve the effectiveness of these methods by creating a massive amount of focus.

In this podcast, we dig into the idea of ToC, where it comes from, the type of applications that you can use it for. And really why it is so powerful!

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 005 Colin Iles on the world of Innovation

Innovation is everything in a world of fast constant change. To get a better handle on this we sat down with Colin Iles, whose is a bit of a rockstar in the innovation space.


 

Fear The Future

Colin shares why you need to fear the future. Given that you do not know what’s coming, you cannot afford to be complacent. What we can say with certainly is that things are moving incredibly fast. And the most powerful way to manage the disruption is to create it rather than ignoring or reacting to it.
 
This conversation got Brett all excited about his old days at Google, where he shares his Google experience. He talks to us about why they are so petrified of the 2 person business. They worry about what it can do to their business model. Which makes sense when you consider that Google was a 2 man business at some stage.
 
What this means is that you need to keep innovating. Or as Colin says, lets forget about innovation and just call it what it is: Problem solving.
 

How To Win In The world of Innovation

 
We recorded this conversation at The Equinox in Sandton. Its an ABSA initiative to help clients innovate and help them b grow. Colin is the CEO and spend s a lot of him time advising the C-Suite on Innovation.
 
Click here to get more info about The Equinox?
 
You can also follow Colin on LinkedIn. He shares a lot of thinking around innovation and why you have to a Massive Transformational Purpose as an organisation.

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How Is Your Innovation Strategy Going?

Want a kick start on how to get your innovation moving in a world of fast constant change.

Fast Constant Change is the new normal. As soon as a new digital solution has been implemented it’s out of date. New disruption is coming. This is why we see new digital businesses like Uber deliberately disrupting themselves.

The big question is how do you manage this Fast Constant Pace of Change. Its hard, right? And you have to if you want to keep your customers happy and buying more from you in the future.

In this keynote The WTF team break down how to focus on the things that don’t change so that you can be constantly changing. Yep a bit of a paradox but its the best way to win in the digital economy.

What you will learn out of this keynote:

  • What are the things that don’t change in your business
  • How do you turn them into your competitive arrange
  • How do you out compete against competition that you can see
  • How to use digital disruption to digitally transform without breaking everything

 

The Future Financial Crisis

The team chats with maverick economist Prof. Steve Keen. Steve was one of the very few economists who predicted the 2008 financial crisis and has just written the book, Can We Avoid Another Financial Crisis? (The Future of Capitalism).

The short answer is no, we can’t avoid another financial crisis. To understand this, we dig into why Professor Keen’s prediction goes against mainstream economists. We also look at how this crisis will hit South Africa and the current thinking on how to solve our current economic challenge.


You can find the book Can We Avoid Another Financial Crisis? here.

More information and insights on Prof. Keen here.

Follow Steve on Twitter: @ProfSteveKeen

This show was originally published on the cliffcentral.com Futurology Page