tag:blogger.com,1999:blog-15919092661577504432024-03-13T07:46:23.627-07:00Superinnovators Superinnovators - Finding new ways to solve tough problemsAnonymoushttp://www.blogger.com/profile/04973635944031321910noreply@blogger.comBlogger213125tag:blogger.com,1999:blog-1591909266157750443.post-8651671690440972002018-08-26T11:02:00.000-07:002018-08-26T11:02:24.712-07:00Taking the long view on Coal<div class="MsoNormal" style="margin-left: -.25in; mso-layout-grid-align: none; mso-pagination: none; tab-stops: .5in 1.0in 1.5in 2.0in 2.5in 3.0in 3.5in 4.0in 4.5in 5.0in 5.5in 6.0in; text-autospace: none; text-indent: .25in;">
<span style="font-family: Helvetica; mso-bidi-font-family: Helvetica;">Oil will stop being plentiful enough to burn
for fuel in the next 50 to 100 years. Coal, on the other hand, has a much
longer life, but its distribution and mining rate varies. If you take the long
view, the country in the catbird seat right now is Russia. At their current
rate of production, their reserves will last 440 years. The USA, on the other
hand, has larger reserves, but are only projected to last 270 years. <o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-bidi-font-family: Helvetica;">Oil reserves in Russia will last to the end of
oil’s dominance globally. <o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-bidi-font-family: Helvetica;">At current production rates, US coal reserves
will equal Russian reserves in 164 years. Everyone else will be out of coal
except Kazakhstan and Ukraine. China, which burns half the world’s coal, will
exhaust its supply in less than 30 years.<o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-bidi-font-family: Helvetica;">Russia already has its eyes on taking the
Ukraine and its 560 years of coal reserves. Kazakhstan is another bordering
country with a Russian minority. It is about the size of India, with a total
population that would fit into one of India’s major metropolitan cities, and
has 288 years of coal reserves. It is rich in other minerals including oil and
gas and is a sitting duck for Russian takeover. If combined with those two
satellites’ reserves, Russian reserves would exceed those of the US in less
than 65 years while also outlasting the States in oil reserves.<o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-bidi-font-family: Helvetica;">Now if Russia can figure
out a way to induce the USA to start mining and burning more coal and slow down
on alternate energy development, Russia’s dominance in energy will come much
sooner than a century from now.<o:p></o:p></span></div>
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<table border="0" cellpadding="0" cellspacing="0" class="MsoNormalTable" style="border-collapse: collapse; mso-padding-alt: 0in 5.4pt 0in 5.4pt; mso-table-layout-alt: fixed; mso-yfti-tbllook: 1184; width: 313px;">
<tbody>
<tr style="height: 15.2pt; mso-yfti-firstrow: yes; mso-yfti-irow: 0;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Country<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Annual Production<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Coal Reserves<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Years Left<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 1;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">China<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">3874<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">114,500<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">30<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 2;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">United
States<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">907<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">246,643<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">272<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 3;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Australia<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">644<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">78,500<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">122<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 4;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">India<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">538<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">92,445<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">172<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 5;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Indonesia<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">458<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">4,968<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">11<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 6;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Russia<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">358<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">157,010<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">439<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 7;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">South
Africa<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">261<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">48,750<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">187<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 8;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Germany<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">186<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">6,739<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">36<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 9;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Poland<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">137<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">14,000<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">102<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 10;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Kazakhstan<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">109<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">31,279<o:p></o:p></span></div>
</td>
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">288<o:p></o:p></span></div>
</td>
</tr>
<tr style="height: 15.2pt; mso-yfti-irow: 11;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
<div class="MsoNormal">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Colombia<o:p></o:p></span></div>
</td>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">89<o:p></o:p></span></div>
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<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">6,611<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">75<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Turkey<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">71<o:p></o:p></span></div>
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<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">4,186<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">59<o:p></o:p></span></div>
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<tr style="height: 15.2pt; mso-yfti-irow: 13;">
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Canada<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">69<o:p></o:p></span></div>
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<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">6,578<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">96<o:p></o:p></span></div>
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<tr style="height: 15.2pt; mso-yfti-irow: 14;">
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">61<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
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<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">34,153<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">561<o:p></o:p></span></div>
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<tr style="height: 15.2pt; mso-yfti-irow: 15;">
<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 78.35pt;" valign="bottom" width="78">
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">49<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">3,900<o:p></o:p></span></div>
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<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">79<o:p></o:p></span></div>
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Republic<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 95.75pt;" valign="bottom" width="96">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">47<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 70.65pt;" valign="bottom" width="71">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: #222222; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">5,552<o:p></o:p></span></div>
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<td nowrap="" style="height: 15.2pt; padding: 0in 5.4pt 0in 5.4pt; width: 68.0pt;" valign="bottom" width="68">
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="color: black; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">118<o:p></o:p></span></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-39388941275650490792016-11-12T00:02:00.002-08:002016-11-12T00:02:32.258-08:00Do you go for it?<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">The Decision:<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">You are the coach. Your team has the ball on your own 6 yard
line (to score you have to drive the ball 94 yards farther down the field).<span style="mso-spacerun: yes;"> </span>It’s the 4<sup>th</sup> down and you have to cross
the 11 yard line to get a first down.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;"><br /></span><div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh2vYzEUVVsx2O4wsKyFnr6YPU6POXNSFASEaRGUKIijjBIyTbktoc7RgzYT4u0mEU6FbrROziZZ2kxAqu52t-JfkRYHukZYJ_GbpXo1ihSSqjHwKfidhbFPYMWyAlZk3eA4VIryDTKe-cy/s1600/6YardLine.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Georgia, Times New Roman, serif; font-size: large;"><img border="0" height="149" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh2vYzEUVVsx2O4wsKyFnr6YPU6POXNSFASEaRGUKIijjBIyTbktoc7RgzYT4u0mEU6FbrROziZZ2kxAqu52t-JfkRYHukZYJ_GbpXo1ihSSqjHwKfidhbFPYMWyAlZk3eA4VIryDTKe-cy/s320/6YardLine.png" width="320" /></span></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">Do you go for it, or do you punt?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">If you punt, the other team will get good field position and
the data shows that 75% of the time they will score after such a punt.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">However, they will score 90% of the time if you go for it
and fail to get the first down, which happens about half the time.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">Do you go for it, or do you punt?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">We know that virtually every coach in every level of
football will punt the ball in this situation.<span style="mso-spacerun: yes;">
</span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">One of the amazing things about being a human is our ability
to ignore the facts in making a decision.<span style="mso-spacerun: yes;">
</span>In this case the data says you’d be wiser to make it a policy to never
punt the football.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">At a private school in Little Rock Arkansas, the coach there
never punts on 4<sup>th</sup> down.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">The reason every other coach punts is because as humans we
tend to over value downside risk, the risk of losing something, and under value
upside opportunity, the opportunity to gain something.<span style="mso-spacerun: yes;"> Plus, like all humans, coaches have a hard time with statistical analysis, especially in the heat of the moment. </span>Being more of a numbers guy, the coach in
Arkansas believes the numbers.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">Out of a hundred such 4<sup>th</sup> down situations
described above, when other coaches punt the ball, then the other team scores
75 times.<span style="mso-spacerun: yes;"> </span>In Arkansas, the coach goes
for the first down in all of those one hundred 4<sup>th</sup> down
situations.<span style="mso-spacerun: yes;"> </span>Half the time the team makes
the first down.<span style="mso-spacerun: yes;"> </span>Of the remaining fifty 4<sup>th</sup>
down situations the other team takes over and scores 90% of the time.<span style="mso-spacerun: yes;"> </span>That’s 45 times.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">In Arkansas, having the other team score 45 times is better
than having them score 75 times.<span style="mso-spacerun: yes;"> </span>Weirdly,
for the rest of football, it’s the other way around!<span style="mso-spacerun: yes;"> The coach also realized that he would have a hard time calculating probabilities in the heat of the moment. Instead, he did the analysis before football season even started, and made a simple policy decision.</span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">Going-for-it on 4<sup>th</sup> downs is not the only unusual
tactic and policy this coach employs.<span style="mso-spacerun: yes;"> </span>Every
kick-off is an on-sides kick, and they don’t return punts.<span style="mso-spacerun: yes;"> </span>The school is Pulaski Academy. It has won
five state championships since 2003 using these unusual tactics.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">The additional benefits of this policy is that Pulaski
Academy’s offense is on the field for more downs and thus the defense is off the
field more.<span style="mso-spacerun: yes;"> </span>More playing time for the
offense causes them to execute better.<span style="mso-spacerun: yes;">
</span>Less time for the defense means they don’t wear out as quickly.<span style="mso-spacerun: yes;"> </span>The opponent’s defense plays more downs and
is exhausted more quickly than they are playing any other team.<span style="mso-spacerun: yes;"> </span>In football, it is common knowledge that the
defense wears out far quicker than the offense.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">Why doesn’t every coach employ statistical based tactics?<span style="mso-spacerun: yes;"> </span>It is because, as humans, we find it very
difficult to overcome our natural tendency to overweigh loss and thus the
coaches will follow tactics that feel less risky even when they’re not.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">As a consultant I see this phenomenon in business leaders
often.<span style="mso-spacerun: yes;"> </span>They are naturally reluctant to
take the decision to change direction, even when they know they should.<span style="mso-spacerun: yes;"> </span>Fear of the unknown, over emphasis on the<span style="mso-spacerun: yes;"> </span>potential downside, and a natural avoidance
on anything that implies complexity cause business leaders to procrastinate.<span style="mso-spacerun: yes;"> </span>Often they procrastinate forever.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif; font-size: large;">I am working on the Global Cities Export Initiative to
greatly increase the amount of exporting we do.<span style="mso-spacerun: yes;">
</span>The perception most non-exporters have is that exporting is
extraordinarily complex.<span style="mso-spacerun: yes;"> </span>Yet, the statistics
are overwhelmingly in favor of exporting.<span style="mso-spacerun: yes;">
</span>You grow faster, you become more competitive and innovative, your
margins increase, you are more profitable, your valuation multiple goes way up,
you’ll be 72% more productive on a per employee revenue basis, and you pay
better and can hire the cream-of-the-crop workers.<span style="mso-spacerun: yes;"> </span>In spite of all the data, CEOs of most
companies are encumbered by not being able to overcome their natural sense of
risk aversion, and in this case, fear of the unknown and the great weight of
complexity.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><span style="font-size: large;">By finding the right export resources, we help Wisconsin companies
handle each obstacle one at a time which eliminates complexity and adds control
using a defined plan and process which makes exporting feel much less risky.<span style="mso-spacerun: yes;"> If you're interested in how to use policy to your business advantage, call me. 414 287-4118</span></span><o:p></o:p></span></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-10539777804734601542016-04-02T20:05:00.000-07:002016-04-02T20:05:00.423-07:00Examples of incredibly innovative solutions<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuljWrAfzPsnzof_Rc5AsyLMGmB8Rbhfpat-gFwIzzXBym98VsQFYoOQkr5gRyCQRTdVnKg3MiQYEjuVwEE28tY42vDiY7gZXCzBLGmBJ1FSP_BYgN-B9a3X7XkyUZNmGgnFEjz63n5h88/s1600/Screen+Shot+2016-04-02+at+10.03.22+PM.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="223" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuljWrAfzPsnzof_Rc5AsyLMGmB8Rbhfpat-gFwIzzXBym98VsQFYoOQkr5gRyCQRTdVnKg3MiQYEjuVwEE28tY42vDiY7gZXCzBLGmBJ1FSP_BYgN-B9a3X7XkyUZNmGgnFEjz63n5h88/s320/Screen+Shot+2016-04-02+at+10.03.22+PM.png" width="320" /></a>Innovation is a voluntary activity on the part of employees. Innovation is just problem solving that creates new knowledge. Very highly motivated employees will employ incredible mental energy to come up with new and amazing solutions to very difficult problems as the article below shows. For these people, solving these problems gives them both meaning and identity, which are two of the most powerful and sustaining motivator any company can tap into.<br />
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<a href="http://www.economist.com/news/technology-quarterly/21578513-space-technology-fixing-unmanned-spacecraft-thousands-or-millions">In praise of celestial mechanics</a><br />
<br />Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-90999132732371012312016-03-19T18:45:00.002-07:002016-03-19T18:45:52.349-07:00Why employees’ ideas go nowhere and what needs to change.<h2>
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<span style="-webkit-text-stroke-width: initial;">If you are going to be a competitive powerhouse, you have to innovate.</span><span style="-webkit-text-stroke-width: initial;"> </span><span style="-webkit-text-stroke-width: initial;">As Gary Kunkle showed, companies that show consistently strong growth get 90% of their ideas from employees.</span><span style="-webkit-text-stroke-width: initial;"> </span><span style="-webkit-text-stroke-width: initial;">Other companies don’t seem to realize that their employees have just as many ideas, they just don’t bring them forward. When you get it right, you can implement lots of ideas. At NUMMI they implemented over 10,000 ideas per year from about 3,000 workers.</span></div>
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Why do employees hold back their ideas? Fear is one reason. Lots of actions in a company can create the fear factor. The obvious one is the tyrant-boss. Other actions can have surprisingly long impacts. A layoff years ago can continue to worry remaining employees and they will think about the risk, not the benefit in suggesting change.</div>
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However, the biggest reason employees hold back on ideas is not the fear factor. Writing for the Harvard Business Review, James Detert and Ethan Burris point out that the biggest reason employees don’t bring ideas forward is the concern that managers won’t do anything with them.<span style="font-size: xx-small;">1</span></div>
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Detert and Burris suggest it’s a “why bother” attitude. But there’s more to it than that. An original idea is a precious asset. There’s a lot of emotion baked into seeing a solution to a problem in a new way, and then proposing your solution. It’s your baby and you’re better off withholding it than having it undervalued and rejected. Once an idea is on the table, it’s worth is determined by what happens next, and that depends upon the manager. If nothing happens, that’s not good. By doing nothing with an idea, managers can avoid taking a risk. They too, are influenced by the prevailing culture around risk-taking and will avoid situations where the benefit does not significantly out-weigh the risk.</div>
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In the end, an idea that gets implemented will succeed or fail based on its merits as a good solution. If it’s a product change, the customer will decide. If it’s an intermediate process change, the effectiveness and efficiency of the new process will decide. Wouldn’t it be better to let the merits of an idea determine its fate rather than leaving it up to a management structure that flawed, risk-averse, and biased?</div>
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The Rebel-Gate<span style="font-size: xx-small;">tm</span> methodology we promote does just that. It allows ideas to move forward without a management review. At the same time it brings a strong element of control and impels a desire among all employee to husband resources. Rebel-Gate is an ingenious solution to this 'ideas' problem. If you're interested in finding out more contact us.</div>
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<span style="font-size: 6.7px; line-height: normal;"><sup>1</sup></span> Detert, Fames R., Burris, Ethan R. "Can Your Employees Really Speak Freely." Harvard Business Review Jan-Feb. 2016: 81-87. Print.</div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-87219242421406978752016-02-28T20:12:00.001-08:002016-02-28T20:18:32.741-08:00Client Fulfillment<div style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-family: Helvetica; line-height: normal;">
As a consultant you are constantly selling yourself and your value. When you’re done with a client work session, you want your client to feel fulfilled. In fact, you want to be <span style="text-decoration: underline;">sure</span> your client feels fulfilled. This is how we do it. (Thanks to authors Vern Harnish and Gino Wickman for the inspiration and insight.)<br />
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The method described below follows the Peak/End rule. The Peak/End rule is a great sales insight and is fully describe in my book <i>The Peak Interview</i>: “When people assess an experience that has a clear beginning and end, they attend to two things above all: how it felt at the peak, and whether it improved or worsened at the end. It is important to recognize that everything else isn’t forgotten, it just isn’t used in how the brain judges the quality of the experience.”</div>
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<span style="-webkit-text-stroke-width: initial;">The work we do with clients involves a team.</span><span style="-webkit-text-stroke-width: initial;"> </span><span style="-webkit-text-stroke-width: initial;">The team usually consists of the President/CEO and his or her management direct reports.</span><span style="-webkit-text-stroke-width: initial;"> </span><span style="-webkit-text-stroke-width: initial;">Typically we spend the whole day with the team.</span><span style="-webkit-text-stroke-width: initial;"> </span><span style="-webkit-text-stroke-width: initial;">The first time we do this is we spend a little time talking about being open and honest. </span><span style="-webkit-text-stroke-width: initial;"> </span></div>
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Then we ask them to rate their existing meetings on a scale of one to ten, with ten be best. </div>
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They each privately write down their rating of their normal meetings. We then go around the table (we never start with the CEO/President) and ask them to read what they wrote. The average score usually is between four and six.</div>
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Then we say we want them to have a ‘Rated 10<span style="font-family: "abadi mt condensed light"; line-height: normal;">™</span>’ day today. We start every day with this stated desire from then on. We explain that at the end of the day we will go around the table as ask them for their rating of the day. They are not rating us. They are rating themselves. After all, they are the ones doing the work. We say we want them to have a Rated “Ten” Day, and that mean they each need to bring their ten-game to the table. “Do great work today,” we tell them.</div>
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Next, we explain in detail what we intend to do during the session today. Then, we go around the table and get the expectations from each team member. These we capture on a flip chart, one page for each participant. These are posted on the walls. If a team member has an expectation we don’t expect to deliver, we address it immediately, saying that we don’t think that will be done today and the team member agrees that we can remove it from the expectation list. Getting this right takes a bit of practice but it is essential that you’re able to deliver against every expectation. </div>
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At the end of the day we go around the table leaving the CEO/President for last, and go down the list of each participant’s expectations getting a “yes” from each person that the expectation was met. Sometimes there’s a discussion around the expectation and it does happen (although rarely) that we have to go back and spend a few minutes revisiting a part of the work to get it right. </div>
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Then we ask them to write down how they rate the meeting. We remind them that they are rating themselves for the work they’ve done today. You can also ask them to capture what they liked best, and one key insight they will use immediately going forward. </div>
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Then we go around the table asking them to tell us the rating they wrote down. For any rating less than a ‘ten’ ask why they didn’t give a ten and what would have caused them to rate it at a ten. By the time you get to the last person, the CEO/President, you’re likely to get at least an eight. Average the score. It is usually between eight and ten. Contrast that with how they rated their average meeting and challenge them to do better work when you next meet. End the meeting.</div>
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By going over expectations and rating the meeting you create a Peak End moment. You leave the client with the feeling of fulfillment. The chances of you continuing to work with them is high. </div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-21944984203593106102016-02-10T16:15:00.001-08:002016-02-10T17:06:09.324-08:00The Leadership RoleThe key question in my new little monograph <i><b>CompeteAbility</b></i>, is how to you get the best answer to the "How do we...? questions you ask when you want to be the best:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXkBUoi3me0FDT8dFsEoLwgbhWjZ662Ap7FHa_0eAP9xARiRMT4CCVByKpngm8dBOs8_J9Tl5pKpkkHHDXYgW5kXESY02x1StJ3z7HeSH2nVeS_pQN27OZuwrICT9SizfMh2gPsXiTz3lV/s1600/BookCoverIcon.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXkBUoi3me0FDT8dFsEoLwgbhWjZ662Ap7FHa_0eAP9xARiRMT4CCVByKpngm8dBOs8_J9Tl5pKpkkHHDXYgW5kXESY02x1StJ3z7HeSH2nVeS_pQN27OZuwrICT9SizfMh2gPsXiTz3lV/s1600/BookCoverIcon.png" /></a></div>
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How do we create a solution that does the job for the customer better than the competition?” <br />
How do we have the strongest possible relationship with the customer?<br />
How do we package the solution better than the competition?<br />
How do we market the solution better than the competition?<br />
How do we price the solution better than the competition?<br />
How do we sell the solution better than the competition?<br />
How do we service the solution better than the competition?<br />
How do we get the customer to feel kinship with us through the solution?<br />
How do we give the customer identity through the solution?<br />
How do we create meaning for the customer through the solution?<br />
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The answer, it turns out, is the same for all of the companies who enjoy long term success. The degree to which you answer these questions well, depends upon your people. The leader's job is to get the best out of your people, to awaken the possibilities in your people. Go for shiny eyes.. See this one minute snippet from this TED TALK.<br />
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(I recommend you watch <a href="https://www.ted.com/talks/benjamin_zander_on_music_and_passion?language=en">this entire 20 minute video</a>, it is terrific.)<br />
<br />Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-42472482771681444272015-12-21T10:07:00.000-08:002015-12-22T18:25:42.932-08:00High Innovation, the elegance of simplicity:<div style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-family: Helvetica; font-size: 12px; line-height: normal;">
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<span style="font-size: large;">Colgate Palmolive in Brazil had a quality control problem in their toothpaste factory. Tubes of toothpaste are inserted into individual boxes, and these individual boxes are then packaged together into a larger carton. Unfortunately, every so often something would happen and an individual box would get sealed without its companion tube of toothpaste. The problem wouldn’t be discovered until a</span></div>
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<span style="font-size: large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkN5xE8bo0imbMtJWZ_ViBjjU_QHk8PVNeCVbUaIeJYGP76utAnR9n-e97gk7jPj3zYiZmoOV9uGfao5yfpXV7hnMSBQnW67PuyOrr6cN0ZDJE73_NiN7Hz65hqCxVZxJay-ccq5EGQ14Z/s1600/Fotolia_57935632_XS.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkN5xE8bo0imbMtJWZ_ViBjjU_QHk8PVNeCVbUaIeJYGP76utAnR9n-e97gk7jPj3zYiZmoOV9uGfao5yfpXV7hnMSBQnW67PuyOrr6cN0ZDJE73_NiN7Hz65hqCxVZxJay-ccq5EGQ14Z/s320/Fotolia_57935632_XS.jpg" width="320" /></a></span></div>
<span style="font-size: large;"> store clerk went to stock the shelves.</span><br />
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<span style="font-size: large;">Solving the problem at the point of insertion proved to be extremely costly and management asked engineering to find an alternate solution. One idea was to put an Xray detector on the line that would enable them to see an empty box and grab it before it got packed. Another idea discussed was to but an inline scale into the process and weigh the boxes to identify the lighter box. There was a lot of discussion around how you would calculate the box-weight when the product is moving vs standing still.</span></div>
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<span style="font-size: large;">While all this was taking place in the management and engineering offices, an older worker on the factory floor solved the problem by placing a fan next to the line.</span><br />
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<span style="font-size: large;">Thank you Pat C. for this story.</span></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-14685062483199063222015-09-12T05:21:00.000-07:002015-09-12T05:21:27.378-07:00In the 'war for talent'...who's the enemy?<div style="-webkit-text-stroke-color: rgb(35, 35, 35); -webkit-text-stroke-width: initial; color: #232323; font-family: Helvetica;">
<span style="font-size: large;">Yesterday U.S. Secretary of Commerce Penny Pritzker said, “<i style="background-color: #f3f3f3;">To start, we must always tap into our greatest resource: our people. Winning the war for talent is imperative if our country is to out-compete and lead the rest of the world.</i>”*</span></div>
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<span style="font-size: large;">The phrase ‘war for talent’ is provocative. If there is a talent in the workforce that matters most it is leadership. Time and time again, what determines if you have the right people, is the leadership that makes the people you have into the right people.</span></div>
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<span style="font-size: large;">When an executive steps into a new job, he or she generally must take the team that’s already in place and make that team successful. When David Marquet took over as captain of the nuclear submarine Santa Fe, it was the worst performing sub in the US Navy. Unusual for the navy, but because the boat had such a wretched performance record, Captain Marquet had been given license to change out as much of this poorly performing crew as he wanted. </span></div>
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<span style="font-size: large;">He changed nobody. Marquet knew the difference between a ‘manager’ and a ‘leader’. Many submarine commanders are more managers than leaders. In part, that may be because what’s of paramount importance aboard a submarine is control. Marquet knew it was possible that the crew performed badly as a result of being managed badly. Perhaps, all the Santa Fe needed was leadership and control.</span></div>
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<span style="font-size: large;">A year later, the Santa Fe was the best performing submarine in the navy. What was remarkable about this turnaround was where you found the leadership and control. On the Santa Fe, leadership and control could be found in abundance in every job and at every rank. And it was intelligent control, not dogmatic control. This worst crew in the navy, even in the isolation of a submarine, innovated many changes that ultimately were adopted by the entire fleet. </span></div>
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<span style="font-size: large;">If there’s a ‘war for talent’, it’s the talent of leadership. </span></div>
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*<span style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-size: 12px;"> "U.S. Secretary of Commerce Penny Pritzker Lays Out a Path Forward for American Competitiveness in Remarks to Minnesota Business Partnership." </span><i style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-size: 12px;">U.S. Department of Commerce</i><span style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-size: 12px;">. N.p., n.d. Web. 12 Sept. 2015. <</span><a href="http://content.govdelivery.com/accounts/USDOC/bulletins/1195cb2" style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-size: 12px;"><span style="color: #021eaa;">http://content.govdelivery.com/accounts/USDOC/bulletins/1195cb2</span></a><span style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-size: 12px;">>.</span></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-83481907454930856312015-06-12T17:43:00.000-07:002015-06-12T17:43:55.386-07:00Good news, things were once even worse!Modern Survey just released their Spring 2015 employee engagement survey results: ”<i>Modern Survey’s latest engagement numbers are out and the good news is that engagement is still high. The percentage of engaged employees hit a seven-year high in the fall of 2014.</i>”<br />
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Here are the numbers:<br />
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<b>Positively Engaged</b></div>
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<b>Percent of Total</b></div>
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<b>Negatively Engaged</b></div>
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<b>Percent of Total</b></div>
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Fully Engaged</div>
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14%</div>
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Disengaged</div>
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23%</div>
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Moderately Engaged</div>
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29%</div>
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Under Engaged</div>
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35%</div>
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The only good news here is that it’s been worse. When you recognize that a fully engaged employee is 240% more productive, more innovative and delivers highest quality work as compared to all other employees, having only 14% of your workforce doing that is appalling. <br />
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This isn't good news, it's a continuation of terrible news.<br />
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We know of organizations where the workforce is at, or near 100% fully engaged. There’s a difference in how these organizations operate. They typically do not have an engagement program or engagement initiatives. Those programs and initiatives are typically top-down activities delivered under a command-and-control environment.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0XujLM7r5yWHpoKkvhM3TpQQoXhOfWBhBMWGITf3CYsN-tOc95waq7GJOY6EiZ4i6WVHGHPKFIaX65xtf7Tw3e4urPOKM9pCJ34l7ubf4p47ua0pR7xZ1IC3x4C-jaSfqNlfn6mDuKh9F/s1600/LosAngelestClass.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="228" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0XujLM7r5yWHpoKkvhM3TpQQoXhOfWBhBMWGITf3CYsN-tOc95waq7GJOY6EiZ4i6WVHGHPKFIaX65xtf7Tw3e4urPOKM9pCJ34l7ubf4p47ua0pR7xZ1IC3x4C-jaSfqNlfn6mDuKh9F/s320/LosAngelestClass.jpg" width="320" /></a> One of the best examples of a 100% engagement environment was in what you’d normally believe is a natural command-and-control organization - a US Navy nuclear fast attack submarine. Captain David Marquet took over command of the Santa Fe when it was the worst submarine in the fleet. In less than a year, using the existing crew, he turned it into the best. Actually, it would be much more correct to say the entire crew turned it into the best submarine in the fleet. Captain Marquet allowed his crew to be fully engaged. He said, "<i>Those who take orders usually run at half speed, underutilizing their imagination and initiative.</i>" His approach is perhaps revealed in this quote about empowerment from his book:<br />
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“<i>The problem with empowerment programs is that they contain an inherent contradiction between the message and the method. While the message is ‘empowerment’ the method--it takes me to empower you--fundamentally disempowers employees. .. I didn’t understand why empowerment was needed. It seemed to me that humans are born in a state of action and natural empowerment...Empowerment programs appeared to be a reaction to the fact that we had actively disempowered people....I felt my power cam from within, and attempts to empower me felt like manipulation.</i>”<span style="font-size: xx-small;">1</span><br />
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<span style="font-size: xx-small;">1</span><span style="-webkit-text-stroke-color: rgb(0, 0, 0); -webkit-text-stroke-width: initial; font-family: Helvetica; font-size: 10px;"> Marquet, L. David. Turn the Ship Around!: How to Create Leadership at Every Level. Austin, TX: Greenleaf Book Group, 2012. Print.</span><br />
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<span style="font-size: xx-small;"><br /></span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-79601015983452709472015-04-25T04:41:00.000-07:002015-04-25T04:41:05.344-07:00What was Michelangelo trying to communicate?In 1990 an American physician published an article "<span style="background-color: white;"><span style="color: #333333; font-family: inherit;"><span style="font-style: inherit; font-variant: inherit; line-height: inherit;">An Interpretation of Michelangelo's Creation of Adam Based on Neuroanatomy" in which he suggest that the Creator portion of the painting represents </span></span><span style="color: #333333;">the</span><span style="color: #333333;"><span style="font-family: inherit;"><span style="font-style: inherit; font-variant: inherit; line-height: inherit;"> human brain. Since then other experts have pointed to other possible </span></span>anatomical depictions in Michelangelo's paintings. Why did he do this?</span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJtQ49Pa8-icCLHPMwoiInigagHcVZT72l5bq-nONP4o-GklgopdYpHUj8wgPrEvYTElcMknaulAX_l2jZ7Vii1dxZNk3JNUZdOdgmlcwi4zfeZ9TGFGPzKXRvQJg4kgYGFyLrvPEneUWA/s1600/SistineChapelForever.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJtQ49Pa8-icCLHPMwoiInigagHcVZT72l5bq-nONP4o-GklgopdYpHUj8wgPrEvYTElcMknaulAX_l2jZ7Vii1dxZNk3JNUZdOdgmlcwi4zfeZ9TGFGPzKXRvQJg4kgYGFyLrvPEneUWA/s1600/SistineChapelForever.gif" height="251" width="640" /></a></div>
<span style="background-color: white;"><span style="color: #333333;"><br /></span></span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-19578509676476011802015-03-29T05:12:00.000-07:002015-03-29T05:12:04.033-07:00Why Export? Six great reasons, the last two are surprising…here is the second surprise!<span style="font-size: large;">HIGHER VALUATION</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1sb7ZrQo1nUH9xEvxDOGjRW3MqbeUNz-IVfit-0OMIZGYbpHP9lzm8PARR8hyphenhyphenboE7nHOwb0QDNb5sWKweOr8Z8ki8A6526BZfEddXkMylqn_yREDAKckrsmkGV8yLdDLZKEyAF3gbI1jg/s1600/TheMultiple+copy.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1sb7ZrQo1nUH9xEvxDOGjRW3MqbeUNz-IVfit-0OMIZGYbpHP9lzm8PARR8hyphenhyphenboE7nHOwb0QDNb5sWKweOr8Z8ki8A6526BZfEddXkMylqn_yREDAKckrsmkGV8yLdDLZKEyAF3gbI1jg/s1600/TheMultiple+copy.png" height="191" width="320" /></a></div>
<span style="font-size: large;">By selling into multiple economies exporters reduce their market risk. With lower market risk and stronger margins they tend to enjoy higher valuation multiples.</span><br />
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<span style="font-size: large;">EXAMPLE:</span><br />
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<span style="font-size: large;">Consider two similar companies with identical revenues, however, one exports while the other doesn’t. The exporter enjoys higher margins that yield a higher EBITDA. When the higher multiple is applied to the higher EBITDA, then the relative valuation of the company goes up significantly, by 50% in our example. For the same revenue sized company, the exporter is much more valuable.</span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-26302530370292213942015-03-19T09:48:00.000-07:002015-03-19T09:48:34.143-07:00Why Export? Six great reasons, the last two are surprising…here is the fifth of the six and the first surprise!<h3 class="post-title entry-title" style="background-color: #eeeeee; color: #555555; font-family: Verdana, sans-serif; font-size: 16px; margin: 0px 0px 10px; padding: 2px 0px 2px 2px;">
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EXPORTING SPURS INNOVATION</h2>
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<span style="font-size: large;">Many companies become more competitive after they begin <div class="separator" style="clear: both; text-align: center;">
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exporting. Within two years of </span><span style="font-size: large;">exporting, companies file seven times the number of patents and deliver four times the number of new products as compared to peers who do not export. As employees travel, they are exposed to more new knowledge, which the employees then turn into new ideas and products</span></div>
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Source: Salomon, R. M. and Shaver, J. M. (2005), Learning by Exporting: New Insights from Examining Firm Innovation. Journal of Economics & Management Strategy, 14: 431–460. </div>
Anonymoushttp://www.blogger.com/profile/04973635944031321910noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-28213383966344254642015-03-12T20:43:00.004-07:002015-03-12T20:43:54.632-07:00Why Export? Six great reasons, the last two are surprising…here is the fourth of the six.<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgm_D4ycLZJsN80bDz9sP-t1UHxZKSc5bEFKx7uiSjQ3IAOdJU1xjDZSdy3keDAf7AQdjNiDfuA5u2hz0cqPPbkyUH2CiWy2caAciBDF2XbUCxXtiY_e_H5zCTUJhYPuiruVaYK8lDP2s7o/s1600/Fotolia_35625498_XS.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgm_D4ycLZJsN80bDz9sP-t1UHxZKSc5bEFKx7uiSjQ3IAOdJU1xjDZSdy3keDAf7AQdjNiDfuA5u2hz0cqPPbkyUH2CiWy2caAciBDF2XbUCxXtiY_e_H5zCTUJhYPuiruVaYK8lDP2s7o/s1600/Fotolia_35625498_XS.jpg" height="320" width="213" /></a><span style="font-size: x-large;">STRONGER LABOR POOL</span><br />
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<span style="font-size: large;">In addition to higher revenues per employee, exporters also tend to enjoy higher margins on exported goods. This allows exporters to pay their workers better than non-exporters, which, in turn, enables them to hire from a stronger labor pool.</span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-75973258376781504102015-02-27T13:15:00.000-08:002015-02-27T13:15:39.437-08:00Why Export? Six great reasons, the last two are surprising…here is the third of the six.<div class="separator" style="clear: both; text-align: center;">
<span style="color: blue; font-size: large;">Exporters are better able to leverage their production than non-exporters. In the Milwaukee 7 region this is influence by manufacturing dominating our exports. Nationally, over the past several decades, manufacturing has been growing, while manufacturing productivity has been growing even faster. That's meant fewer jobs in manufacturing. Exports tend to compound this productivity. Thus, for M7 the export strategy is not a direct jobs strategy.</span></div>
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<span style="background-color: #999999;">4 Small and Medium-Sized Enterprises: Characteristics and Performance, United States International Trade Commission, Publication 4189, November 2010, Washington, DC,xii</span><br />
<span style="background-color: #999999;"> (Data for manufacturing SMEs are from the Commission’s questionnaire; data on services SMEs are from Census.)</span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-73037843019443478162015-02-22T14:43:00.001-08:002015-02-23T10:54:54.406-08:00Exporting over the OCEAN BLUE<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">In the March 2015 Harvard Business Review, the authors of The Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne suggest that competitiveness and market expansion are the keys to long term success. In the Milwaukee 7 Global Cities </span></span></div>
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<span style="font-size: large;">Export Initiative, overcoming a shortfall in competitiveness is identified as key to economic success. The Blue Ocean authors say, “</span><b style="font-size: x-large;"><i>But long-term success will not be achieved through competitiveness alone. Increasingly, it will depend on the ability to generate new demand and create and capture new markets</i></b><span style="font-size: large;">.”</span><span style="font-size: xx-small;">1</span><br />
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<span style="letter-spacing: 0px;"><span style="font-size: large;">Exporting is the capturing of new markets and is at the heart of the M7’s strategy. Exports have been the primary source of economic growth in each of the seven counties in the region over the past decade. Between 2009 and 2012 exports accounted for over 100% of growth.</span><span style="font-size: xx-small;">2</span></span></div>
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<span style="font-size: large;"><span style="letter-spacing: 0.0px;">This past week Paul A. Laudicina, </span><span style="color: #323333; font-family: Arial; letter-spacing: 0px;">partner, chairman emeritus</span><span style="letter-spacing: 0.0px;"> of ATKearney spoke to the M7 Regional Economic Development Advisory Council and said that nationally we can expect a “<b><i>3.3% base-case average annual real growth between 2015 and 2020</i></b>.”</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">When you apply that 3.3% growth rate to the regional economy, then at the end of 2019 the economy would have grown by seventeen billion dollars. Doubling exports only requires the region increases exports by $15.3 billion. Given that exports are the primary source of growth in the region, the goal of doubling exports appears necessary and realistic. To do that, many company leaders need to change direction and start to export strategically.</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">In the March HBR article the Blue Ocean authors also identify the one key factor that undermines efforts to change direction. In their conversations with managers about their efforts to execute these market expanding strategies the authors noted, “<b><i>we identified a common factor that seemed to consistently undermine their efforts: their mental models--ingrained assumptions and theories about the way the world works. Though mental models lie below people’s cognitive awareness, they’re so powerful a determinant of choices and behaviors that many neuroscientists think of them almost as automated algorithms that dictate how people respond...</i></b>”</span></span></div>
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<span style="font-size: large; letter-spacing: 0px;">In the M7 strategy this is exactly the cognitive obstacles that <a href="http://bit.ly/1DLifxa">Strategy #1</a> is designed to address</span><span style="letter-spacing: 0px;"><span style="font-size: large;">.</span><span style="font-size: xx-small;">3</span></span><span style="font-size: large; letter-spacing: 0px;"> </span><span style="font-size: large; letter-spacing: 0px;">When it comes to getting companies to start exporting strategically, get the CEO/President/owner over this hump and get out of the way.</span></div>
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<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>1</sup></span><span style="letter-spacing: 0.0px;"> Kim, W. Chan, and Renee Mauborgne. "Red Ocean Traps." Harvard Business Review Mar. 2015: 68-73. </span></div>
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<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>2</sup></span><span style="letter-spacing: 0.0px;"> Data based on Brookings ExportNation 2013</span></div>
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<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>3</sup></span><span style="letter-spacing: 0.0px;"> See the executive summary of the M7 export strategy at <span style="color: #021eaa; letter-spacing: 0px;"><a href="http://bit.ly/1DLifxa">http://bit.ly/1DLifxa</a></span></span></div>
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<span style="letter-spacing: 0.0px;">Photo copyright 2004 by Bill Burnett, East coast of Siberia</span></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-36408944306601226092015-02-19T13:15:00.001-08:002015-02-19T13:15:34.294-08:00Why Export? Six great reasons, the last two are surprising…here is the second of the six.<div class="" style="clear: both; text-align: center;">
<span style="color: blue; font-size: large;">Exporters are better able to weather shifts in the economy and during the recent deep recession they were able to continue to grow while non-exporters who survived, shrank.</span><br />
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<span style="background-color: #999999;">2 Small and Medium-Sized Enterprises: Characteristics and Performance, United States International Trade Commission, Publication 4189, November 2010, Washington, DC,xii</span></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-33042213995986980362015-02-13T08:24:00.000-08:002015-02-13T08:24:23.657-08:00Why Export? Six great reasons, the last two are surprising…here is the first of the six.<div class="separator" style="clear: both; text-align: center;">
<span style="background-color: blue; color: white; font-size: large;"> You can point to six great reasons to become an exporting company. The first has to do with comparing otherwise similar companies. </span></div>
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<span style="background-color: #cccccc;">1 Small and Medium-Sized Enterprises: Characteristics and Performance, United States International Trade Commission, Publication 4189, November 2010, Washington, DC,xii</span></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-78400500467293022872015-02-05T15:46:00.001-08:002015-02-05T15:46:08.946-08:00America’s Mittelstand<div style="font-family: Helvetica;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7wxzA6p1vyzTW2P1kxlTNNR6RwtfW91ePiwUVlOGQD0f7dDPoLrz-57sZWS1sbNMi_Eaiev2pJLNVFwCc8T9m67LLsFWwF-RFr2JDSFNyahNNKJYGXer6_8Zb1C8vi4kzY1rib35ZP6kV/s1600/Mittelstand1.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7wxzA6p1vyzTW2P1kxlTNNR6RwtfW91ePiwUVlOGQD0f7dDPoLrz-57sZWS1sbNMi_Eaiev2pJLNVFwCc8T9m67LLsFWwF-RFr2JDSFNyahNNKJYGXer6_8Zb1C8vi4kzY1rib35ZP6kV/s1600/Mittelstand1.png" height="400" width="192" /></a><span style="font-size: large;">“Mittelstand” is a German word used to designate small and medium sized manufacturers who employ 70% of Germany’s workforce<sup>1</sup><span style="letter-spacing: 0px;">.</span><span style="letter-spacing: 0px;"> </span><span style="letter-spacing: 0px;">These firms are “</span><i style="font-weight: bold; letter-spacing: 0px;">achieving unprecedented efficiencies by designing a business model with a razor-thin focus and learning to do the one thing really w</i><i style="font-weight: bold; letter-spacing: 0px;">ell</i><span style="font-weight: bold; letter-spacing: 0px;">....</span><i style="font-weight: bold; letter-spacing: 0px;">To compensate for their razor-thin focus ... they diversify internationally and enjoy great economies of scale</i><span style="font-weight: bold; letter-spacing: 0px;">...</span><span style="letter-spacing: 0px;"><b style="font-style: italic;">these characteristics make these companies perfect examples of focused business models, which seem to thrive even in harshest economic conditions</b><sup>2</sup></span><span style="letter-spacing: 0px;">."</span></span></div>
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<span style="font-size: large;"><span style="font-family: Helvetica;"><span style="letter-spacing: 0px;">When you read about the characteristics of these German companies it sounds like you are reading about southeast Wisconsin. The German companies are concentrated in the mechanical equipment, automotive, electrical equipment, chemical and precision manufacturing sectors. They often cluster themselves around big manufacturers. They have two primary </span>strategic<span style="letter-spacing: 0px;"> focal points. First, they focus on innovation to create competitive advantage and emphasize long-term profitability versus the short-term results. Where they differ from us is their second equally important strategy - exports! These German companies have exporting and innovation as their key strategic objectives. </span></span></span><br />
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<span style="font-size: large;"><span style="font-family: Helvetica;"><span style="letter-spacing: 0px;">These two objectives are the key objectives of the Milwaukee 7's Global Cities Export Initiative.</span></span></span><br />
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">We know from research that companies that sell into multiple countries tend to become much more innovative as a result of this international exposure, thus for German Mittelstand companies, their international transactions play double strategic duty meeting their two strategic goals to innovate and to expand exports.</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Are the seven counties of south eastern Wisconsin home to America’s Mittelstand? The region, called “Milwaukee 7”, is home to thousands of small and medium sized manufacturers. The region was settled by German immigrants and much of that European influence can still be found in the manufacturing sector. Many of the region’s small and medium sized firms cluster around larger companies to whom they provide components and parts. Manufacturing accounts for 82% of exports in the region</span><sup><span style="font-size: x-small;">3</span></sup></span><span style="font-size: large; letter-spacing: 0px;">.</span><span style="font-size: large; letter-spacing: 0px;"> However, f</span><span style="font-size: large; letter-spacing: 0px;">ew Wisconsin SME manufacturer make exports a key strategic initiative and almost none approach the levels of exports that the Germans achieve.</span></div>
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<span style="font-size: large;"><span style="font-family: Helvetica;"><span style="letter-spacing: 0px;">For the region to </span>become <span style="letter-spacing: 0px;">the American Mittelstand, our companies need to make exporting a key component of their growth strategy. This is a marvelous opportunity for the region. Exports have been the primary source of economic growth in each of the seven counties around Milwaukee for the past ten years. Currently, we do not do nearly enough exporting. The good new about exporting is that it will also address our apparent shortfall in innovation and competitiveness in the region as a whole.</span></span></span><br />
<span style="font-size: large;"><span style="font-family: Helvetica;"><span style="letter-spacing: 0px;"><br /></span></span></span><sup><span s="" sup="">1</span></sup><span style="font-size: 12px; letter-spacing: 0px;">Kajeepeta, Sreedhar. "Finding Hidden Gems in the German Mittelstand By Sreedhar Kajeepeta - Oct 2011." </span><i style="font-size: 12px; letter-spacing: 0px;">Finding Hidden Gems in the German Mittelstand By Sreedhar Kajeepeta - Oct 2011</i><span style="font-size: 12px; letter-spacing: 0px;">. CIOInsight.com, n.d. Web. 28 Jan. 2015. <</span><a href="http://archive.today/P1r6W" style="font-size: 12px; letter-spacing: 0px;"><span style="color: #021eaa; letter-spacing: 0px;">http://archive.today/P1r6W</span></a><span style="font-size: 12px; letter-spacing: 0px;">>.</span><br />
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<sup>2 </sup><span style="font-size: 12px; letter-spacing: 0px;"></span><span style="font-size: 12px; letter-spacing: 0px;">Girotra, Karan, and Serguei Netessine. "Extreme Focus and the Success of Germany's Mittelstand." </span><i style="font-size: 12px; letter-spacing: 0px;">Harvard Business Review</i><span style="font-size: 12px; letter-spacing: 0px;">. N.p., 12 Feb. 2013. Web. 28 Jan. 2015. <</span><a href="https://hbr.org/2013/02/good-old-focused-strategy" style="font-size: 12px; letter-spacing: 0px;"><span style="color: #021eaa; letter-spacing: 0px;">https://hbr.org/2013/02/good-old-focused-strategy</span></a><span style="font-size: 12px; letter-spacing: 0px;">>.</span><br />
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<sup>3 </sup> <span style="font-size: 12px; letter-spacing: 0px;"></span><span style="font-size: 12px; letter-spacing: 0px;"><span style="letter-spacing: 0px;">"Export Nation 2013." </span><i style="letter-spacing: 0px;">The Brookings Institution</i><span style="letter-spacing: 0px;">. N.p., n.d. Web. 28 Jan. 2015. <</span><a href="http://www.brookings.edu/research/interactives/export-nation" style="letter-spacing: 0px;"><span style="color: #021eaa; letter-spacing: 0px;">http://www.brookings.edu/research/interactives/export-nation</span></a><span style="letter-spacing: 0px;">>.</span></span>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-60994874626957008412015-01-20T09:47:00.001-08:002015-01-20T09:47:46.221-08:00Success - What's the big secret?<div class="MsoNormal" style="color: #222222; font-family: Calibri, sans-serif; font-size: 11pt; margin: 0in 0in 0.0001pt;">
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Success - It's always people!</div>
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Inc. economist-in-residence and consultant Gary Kunkle launched a research study of more than 100,000 U.S.-based midsize businesses (those with 85 to 999 employees). Conducted throughout 2013. What the study showed:<u></u><u></u><br />
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<li><span style="font-size: 11pt;">1% of companies produced 75% of job growth in a region.</span></li>
<li><span style="font-size: 11pt;">These 1% evidenced sustained incredmental growth all the time, vs sporatic growth.</span></li>
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"What do these companies have in common? Well, let's first take a look at what they don't. First off, these companies don't look much alike. They don't cluster in predictable industries or geographic locations. They don't serve the same customer segments. And they're no more likely to be long-established organizations than to trace their roots back only as far as the dot-com bust."<u></u><u></u></div>
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"The bottom line: There are two big themes to come out of the first Build 100 survey.<u> Firs</u>t, the leaders of these companies repeatedly indicated that growth owed more to cultural factors such as how well employees work together, how they interact with customers, and how they collaborate on problem solving than to, say, financing or product attributes." <u>Second</u>, "The survey also showed that how you treatyour employees really does matter. For example, there's a direct connection between the sharing of financial success with employees and higher revenue growth and productivity."<u></u><u></u></div>
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See the full article at: </div>
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<a href="http://www.inc.com/magazine/201403/scott-leibs/sustained-growth-predicts-business-success.html" style="color: #1155cc;" target="_blank">http://www.inc.com/magazine/<wbr></wbr>201403/scott-leibs/sustained-<wbr></wbr>growth-predicts-business-<wbr></wbr>success.html</a><u></u><u></u></div>
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Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-42659652985559234962015-01-10T05:14:00.001-08:002015-01-10T05:14:55.443-08:00Who's better off, US consumer or European consumer?<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">Which consumer is better off due to the drop in oil prices, a person in the USA or a person in Europe?</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Since the start of the summer oil prices have dropped from $105 to under $50.</span></span></div>
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<span style="font-size: large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKzj55pFjwqA_ygHxhq5vUGMzpBb5uyz1rXYfMkMtMX8TLD4jY2dh1oV1gI6E7xHwPLNJW9LCkgtdIAD03s05XuukcxqTOx0jCtPxAvaBsptTSCS7dUIG1yM2dshWv57KYmCTKBS6pxDR8/s1600/macrotrends_net:1369:crude-oil-price-history-chart.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKzj55pFjwqA_ygHxhq5vUGMzpBb5uyz1rXYfMkMtMX8TLD4jY2dh1oV1gI6E7xHwPLNJW9LCkgtdIAD03s05XuukcxqTOx0jCtPxAvaBsptTSCS7dUIG1yM2dshWv57KYmCTKBS6pxDR8/s1600/macrotrends_net:1369:crude-oil-price-history-chart.png" height="369" width="640" /></a></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">At the same time, the US Dollar has strengthened significantly against the Euro.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQaeLdJyXr1pzOJKuk8vDBlcZ1cd2jDN-z2tYoP2NKaF-fuIEFyDNsF-Hu4isVnNNO1AqETQXuzwaLzKvsUCiYZlHjE9y7jeYz-XD7SHNHp4c1PR96XB9Y6WeRNvPPlyXAP3J_BuJ16tIZ/s1600/Screen+Shot+2015-01-09+at+6.49.40+AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-size: large;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQaeLdJyXr1pzOJKuk8vDBlcZ1cd2jDN-z2tYoP2NKaF-fuIEFyDNsF-Hu4isVnNNO1AqETQXuzwaLzKvsUCiYZlHjE9y7jeYz-XD7SHNHp4c1PR96XB9Y6WeRNvPPlyXAP3J_BuJ16tIZ/s1600/Screen+Shot+2015-01-09+at+6.49.40+AM.png" height="348" width="640" /></span></a></div>
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<span style="font-family: Helvetica; font-size: large;"><span style="letter-spacing: 0px;">The price of oil is expressed in US Dollar terms. Thus from a European perspective, the strengthening dollar has reduced the degree of drop in oil prices from the Euro perspective. For the US consumer the price of oil has dropped 53%, while for the European consumer it’s dropped just 46%. If you’re a US consumer thinking about a trip to Europe, with a little more spare change in your pocket and the US Dollar </span>stronger than it's been in seven years, <span style="letter-spacing: 0px;">now might be a great time to go.</span></span><br />
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<span style="color: black; letter-spacing: 0.0px;">Oil prices chart from <a href="http://www.macrotrends.net/1369/crude-oil-price-history-chart"><span style="letter-spacing: 0px;">www.macrotrends.net/1369/crude-oil-price-history-chart</span></a></span></div>
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<span style="letter-spacing: 0.0px;">Dollar chart from www.oanda.com/currency/historical-rates/</span></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-41771120854420611572014-11-04T16:57:00.001-08:002014-11-04T16:57:55.069-08:00Hitting the nail on the ...<span style="font-size: large;">Sometimes the example you choose gets it right...</span><br />
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<span style="font-size: large;"> In my latest book <b>Behave!</b> I talk about getting people to be great problem solvers by accessing their discretionary thinking: "<i><b>To continue to get employees to give you their discretionary
thinking and deliver ideas that boost margin, you must empower
them to implement their ideas…For a CEO this can be scary stuff. What happens if an
employee gets an idea to build a perpetual motion machine! Do
you let that employee pursue an obviously flawed idea? The
answer to that question is the marketing answer: “It depends!”
Sometimes the by-product of a crazy idea is a great idea.</b></i> </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrljBg0dBq_-JtbkHBOgFBqafdnvi43qwbrxUSFv92kb2yeqjQizeSoNVGxAZilV2XIqPyzpE7wi4f52o8FjHLLeCl9qPaWgm2f3cwj7Os2ZlIdt1yUPaBDqOP1MFn4YSa33izCxK0zhNx/s1600/NobelMedal.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrljBg0dBq_-JtbkHBOgFBqafdnvi43qwbrxUSFv92kb2yeqjQizeSoNVGxAZilV2XIqPyzpE7wi4f52o8FjHLLeCl9qPaWgm2f3cwj7Os2ZlIdt1yUPaBDqOP1MFn4YSa33izCxK0zhNx/s1600/NobelMedal.png" height="314" width="320" /></a><span style="font-size: large;">This Fall the Nobel Committee awarded the 2014 Nobel Prize in Chemistry to William E. Moerner of Stanford University. Being very clever, he'd found away around a previous law of physics. In optics the limit to your ability to magnify something with a microscope was defined by<strike></strike> the size of the wavelength of light. W.E. Moerner figured out a way to overcome that law-of-physics obstacle. </span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Robert Galvin, the late CEO of Motorola once said, "<b><i>At times we must engage an act of faith that key things are doable that are not provable.</i></b>"</span>Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-74577073235145795082014-10-13T09:42:00.000-07:002014-10-13T11:20:42.173-07:00Michael Porter Takes Regional Economic Development to TaskSpeaking at the University of Minnesota where on Sept 30th Harvard launched its new Cluster Mapping tool, Michael Porter talked about the focus of Regional Economic Development offices. He suggest these activities are typically low yield activities. He concludes, in this 4 minute snippet, that we need to focus on something else. Here is the graphic he used:
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgw_iD9tDtdT9BCxdWmXWddRufi_T70-mphSyZSuSK-MFfuHNcpBgoSfS7iQQhYQo1k1G1tnxKGRTRzif8Upv5N1AEBgw6GQEvcnLHh3a6h8u9AzSeklkbwN9CE8S4v9ZUSAV_NT6g8vKqq/s1600/PortersEDO_Slide.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgw_iD9tDtdT9BCxdWmXWddRufi_T70-mphSyZSuSK-MFfuHNcpBgoSfS7iQQhYQo1k1G1tnxKGRTRzif8Upv5N1AEBgw6GQEvcnLHh3a6h8u9AzSeklkbwN9CE8S4v9ZUSAV_NT6g8vKqq/s1600/PortersEDO_Slide.png" height="480" width="640" /></a></div>
Here is the video snippet that goes along with the slide:
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In the book "Advantage: Business Competition in the New Normal" it starts out saying, "<i><b>What makes a company a competitive powerhouse is how well it solves a customer problem…Being better than your competition in the enterprise of problem solving is key…Innovation is a special kind of problem solving…Innovation is creating new knowledge that solves a customer problem and provides competitive advantage.</b></i>"Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-76321065474275820962014-08-15T11:28:00.000-07:002014-08-15T11:28:21.299-07:00Change the Thinking, or Change the Behavior?
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<span style="font-size: large;">Captain David Marquet needed to turn around the thinking on
the nuclear submarine Santa Fe. <span style="mso-spacerun: yes;"> <table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjecaxFtW7nrmlAAfKVxszIO3ialNFS7CwgH7mChdFsHY45zyRmeOTyw-b2S8D6p8j9QiR8JQHn2mGgdeKWBpKKANXpi6BeRuWhOAezSpY9sEudjWfpJHoHxOnfbtFwfW4vThP1VRFm2ROf/s1600/Sub1.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjecaxFtW7nrmlAAfKVxszIO3ialNFS7CwgH7mChdFsHY45zyRmeOTyw-b2S8D6p8j9QiR8JQHn2mGgdeKWBpKKANXpi6BeRuWhOAezSpY9sEudjWfpJHoHxOnfbtFwfW4vThP1VRFm2ROf/s1600/Sub1.jpg" height="193" title="" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">U.S. Navy photo by Christina Shaw</td></tr>
</tbody></table>
</span>And he
needed it done in about seven days. How do you turn around the thinking of a
group of people? Captain Marquet realized they didn’t have time to let his
thinking percolate down through the ranks. Instead, he recognized
that all he really wanted was a change in behavior. It turns out, all you have
to do is ask for the change in behavior. You have to be specific. But when you
are, the behavior is observable and people can readily give you that behavior. It worked on the Santa Fe. In the end, Marquet believed that most of
the crew eventually changed their thinking once they changed their behavior. But,
if they didn’t, it didn’t matter that much to Captain Marquet, after all, they
were delivering the behavior as if they did believe in the change. This is a big part of how this submarine when from worst to first in performance in the US Navy.</span><o:p></o:p></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-29021659392750750472014-08-10T04:49:00.000-07:002014-08-10T04:49:02.181-07:00 Carnegie Mellon's People Capability Maturity Model <div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">In looking for processes to enable company leaders to transform their organizations into highly innovative enterprises, I came across the Carnegie Mellon <i>People Capability Maturity Model</i>.</span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">The model is predicated on the idea that you climb up the capability curve by adding management and workforce capabilities with each of five levels. "</span><b style="font-size: x-large;">When the goals of all process areas at a maturity level and lower levels have been satisfied, the organization will have achieved the maturity level.</b><span style="font-size: large;">"</span><span style="font-size: x-small;">1</span><span style="font-size: large;"> </span></span><span style="font-size: large; letter-spacing: 0px;"> </span><span style="font-size: large; letter-spacing: 0px;">It is a stair step approach of adding on to the tools implemented on a lower step.</span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">The model assumes the usefulness of many common business practices such as performance reviews that ensure “</span><b style="font-size: x-large;">activities comply with the organization’s policies and stated values</b><span style="font-size: large;">.”</span><span style="font-size: x-small;">2</span><span style="font-size: large;"> </span></span><span style="font-size: large; letter-spacing: 0px;"> </span><span style="font-size: large; letter-spacing: 0px;">We know that for companies that have successfully gone through the transformation, performance reviews are not used, policy documents are practically non-existent, and values are not stated.</span><span style="font-size: large; letter-spacing: 0px;"> </span><span style="font-size: large; letter-spacing: 0px;">For these companies such things either work against you (performance reviews) or are useless window dressing (stated values).</span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;"> </span></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;">The trouble with the Carnegie Mellon <i>People Capability Maturity Model</i> is that it is based on the idea that the more you manage the better you do. However, in looking at real world cases where companies have achieved the transformation, exactly the opposite is true. It's about letting go of control, not increasing it.</span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<span style="font-family: Helvetica; font-size: large;"><span style="letter-spacing: 0px;">Also note that in the 600 page </span></span><i style="font-family: Helvetica; font-size: x-large; letter-spacing: 0px;">People Capability Maturity Model</i><span style="font-family: Helvetica; font-size: large;"><span style="letter-spacing: 0px;"> document, there are lots of statements that leave you wondering how something might work or who is ultimately responsible for something since often it is a shared responsibility, e.g. “</span>…</span><b style="font-family: Helvetica; font-size: x-large; letter-spacing: 0px;">the </b><b style="font-family: Helvetica; font-size: x-large; letter-spacing: 0px;">human resources function shares with management and individuals the responsibility for process and individual improvement</b><span style="font-family: Helvetica; font-size: large; letter-spacing: 0px;">.”</span><span style="font-family: Helvetica; letter-spacing: 0px;"><span style="font-size: x-small;">3</span></span><span style="font-family: Helvetica; font-size: large; letter-spacing: 0px;"> </span><span style="font-family: Helvetica; font-size: large; letter-spacing: 0px;"> </span><span style="font-family: Helvetica; font-size: large; letter-spacing: 0px;">So who’s accountable for what?</span><br />
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0px;"><span style="font-size: large;">The Carnegie Mellon <i>People Capability Maturity Model</i> is increasingly complex as you move up, rather than increasingly simple as we’ve seen in the real world. Successful companies find that there is a strong inverse correlation between how innovative, productive, and high quality it performs, as related to the level of management activity. Less is more!</span></span></div>
<div style="font-family: Helvetica; font-size: 12px; min-height: 14px;">
<span style="letter-spacing: 0.0px;"></span><br /></div>
<div style="font-family: Helvetica; font-size: 10px;">
<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>1</sup></span><span style="letter-spacing: 0.0px;"> Curtis, B., Hefley, B., Miller, J., (2009). People Capability Maturity Model (P-CMM) Version 2.0, Second Edition. Pittsburgh, PA, Carnegie Mellon University.p.48</span></div>
<div style="font-family: Helvetica; font-size: 10px;">
<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>2</sup></span><span style="letter-spacing: 0.0px;"> Ibid p,289</span></div>
<br />
<div style="font-family: Helvetica; font-size: 10px;">
<span style="font-size: 6.7px; letter-spacing: 0px;"><sup>3</sup></span><span style="letter-spacing: 0.0px;"> Ibid p.70</span></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0tag:blogger.com,1999:blog-1591909266157750443.post-5951916630795562352014-05-19T13:41:00.000-07:002014-05-19T13:46:19.447-07:00Business Bromides<div style="font-family: Helvetica;">
<span style="font-size: large;"><span style="letter-spacing: 0px;">Business Bromides are trite, clichéd sayings which aren’t very helpful or specific, and managers tend to say them over and over again. The word bromide comes from the chemical compound historically used as a sedative, a medicine that dulls your senses.</span><span style="letter-spacing: 0px;"> </span><span style="letter-spacing: 0px;">When we use such expressions in business, we seduce ourselves and others to set less audacious goals and take less bold action.</span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;">We know from psychology that if you say something often enough “<i>Saddam Hussain has weapons of mass destruction!</i>” you start to believe it’s true. This is especially true if it’s something you’d like to be true.</span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;">“<i>Look, we can only afford so many new initiatives.</i>”, is a Business Bromide. Right now, you’re thinking, ‘<i>But it’s true, we </i></span><span style="letter-spacing: 0.0px; text-decoration: underline;"><i>can</i></span><span style="letter-spacing: 0.0px;"><i> only afford so many new initiatives</i>.’ So, if it’s true, then why is this a Business Bromide? </span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;">It is a Business Bromide because of how, when, and why we utter such statements. It is a statement that’s often followed by, “<i>...and this project probably should be put on the back-burner for now.</i>” We say a statement like this to find a simple reason for not doing something we don’t want to do, or that we feel might compete with our own agenda. </span></span></div>
<div style="font-family: Helvetica; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Listen to your managers’ speech. If you hear expressions like the following, you know you’re listening to Business Bromides and, as we’ll see, they are hurting you.</span></span></div>
<div style="font-family: Helvetica; margin-left: 18px;">
<span style="letter-spacing: 0.0px;"><i><span style="font-size: large;">“We can’t do everything.”</span></i></span></div>
<div style="font-family: Helvetica; margin-left: 18px;">
<span style="letter-spacing: 0.0px;"><i><span style="font-size: large;">“We can only afford so many worthwhile projects.”</span></i></span></div>
<div style="font-family: Helvetica; margin-left: 18px;">
<span style="letter-spacing: 0.0px;"><i><span style="font-size: large;">“Our market share is good right where it is.”</span></i></span></div>
<div style="font-family: Helvetica; margin-left: 18px;">
<span style="letter-spacing: 0.0px;"><i><span style="font-size: large;">“There are only so many good people.”</span></i></span></div>
<div style="font-family: Helvetica; margin-left: 18px;">
<span style="letter-spacing: 0.0px;"><i><span style="font-size: large;">“We will always have projects on our cut-off list.”</span></i></span></div>
<div style="font-family: Helvetica; margin-left: 18px; min-height: 14px;">
<span style="font-size: large;"><span style="letter-spacing: 0.0px;"></span><br /></span></div>
<div style="font-family: Helvetica;">
<span style="letter-spacing: 0.0px;"><span style="font-size: large;">This list isn’t my list. It comes from Robert Galvin. Mr. Galvin was the CEO of Motorola for over 30 years. He ran the company through its most innovative years when its growth was extraordinary. Under his guidance the company balance an innovative culture with the need to produce very high quality. He understood that you do not sacrifice innovation in favor of the single mindedness that quality demands. Innovation always wins in Robert Galvin’s mind. That’s saying a lot since it was his company that invented Six-Sigma. </span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Galvin said that this list of Business Bromides is what you hear managers utter. They are roadblock statements. </span></span></div>
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<span style="font-size: large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdA1uQfRsre7nVNj47OgaGkQ5cBMEld-eYjARdRHBDslkYOprDRZKANEuor5YDkz0PK_Sg9qDLpORVcuBa5AlqgQDhinF0lOmQ2y66S4x3E3KxR-XThyphenhyphenLgGhHWBs-6T6zEbxEXpAI0vKjC/s1600/Roadblock.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdA1uQfRsre7nVNj47OgaGkQ5cBMEld-eYjARdRHBDslkYOprDRZKANEuor5YDkz0PK_Sg9qDLpORVcuBa5AlqgQDhinF0lOmQ2y66S4x3E3KxR-XThyphenhyphenLgGhHWBs-6T6zEbxEXpAI0vKjC/s1600/Roadblock.png" height="293" width="320" /></a></span></div>
<span style="font-size: large;">These are statements designed to create artificial limits. Great leaders do not say things like that. Galvin subscribed to the Socratic method. Wherever , as a leader, you’re tempted to make a statement, ask a question instead. When leaders make a statement, they limit the thinking and creativity of other members of the team. Galvin believed in the “<i>How do we...</i>” question.</span><br />
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Where a manager might say, “<i>We can’t do everything.</i>”, Galvin suggests leaders ask: "<i>How can we do everything? You still won't do everything, but you'll likely do more.</i>”</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Instead of saying, <i>“We can only afford so many worthwhile projects.”</i>, ask, “<i>How do we fund all our projects?</i>”</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Rather than say<i>, </i>“O<i>ur market share is good right where it is.</i>”, ask, “<i>How do we satisfy every potential customer?</i>”</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">If you ever hear someone say, “<i>There are only so many good people.</i>”, respond by saying “<i>They’re all good people, let’s make them great!</i>”</span></span></div>
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<span style="letter-spacing: 0.0px;"><span style="font-size: large;">Instead of saying, “<i>We will always have projects on our cut-off list.</i>”, ask “<i>How do we complete all these projects?</i>”</span></span></div>
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<span style="letter-spacing: 0px;"><span style="font-size: large;">By asking the “<i>How do we...</i>” question you open the discussion. When you make a statement like “<i>We can’t do everything.</i>” you close the discussion.</span></span></div>
Bill Burnetthttp://www.blogger.com/profile/02454091731889216150noreply@blogger.com0