To get things never had, we must do things never done
THE NEW PARADIGMS OF THROUGHPUT ECONOMICS
Many are looking for things to get done to improve the system. Few are as attentive to things not to be done (or that you should be stopped from doing), underrating the negative impact on improvement initiatives.
Strategy
What to do
Have a clear definition and verbalization of the objectives that the organization wants to pursue, the strategic goal.
"MAN CANNOT WALK TWO TRAILS AT A TIME"
- African proverb
Making decisions ask for difficult choices. The hardest is deciding WHAT NOT TO DO. When we should "say no," the difficult part is challenging the common paradigms and trying to do things that have never been done. If wrong paradigms are not replaced with new ones, they will soon become the first cause of resistance to change, the system's inertia.
Strategic planning
What not to do
Confusing strategy with the slogans to hang on the walls at the concierge or in the offices and think it is sufficient.
If you recognize yourself in the problems
YOU COULD RESOLVE THEM WITH THE HELP OF A BUSINESS DOCTOR
We help you to focus on THINGS TO DO and THINGS NOT TO DO, starting from the paradigms, to take you to a new level of performance.
A new perspective
We bring an external and neutral point of view to the context, a favorable condition for redefining the paradigms.
The importance of points of view to implement change
"We cannot hope to obtain different results if we keep doing the same things (A. Einstein)."
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A different and out-of-context point of view is needed to question what we are doing, how we are doing it, what we are not doing, and why we are not doing it.
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​The hidden part of the iceberg must be brought to the surface to get the buy-in of the new paradigms.
To learn what to do and what not to do, you must first start a path in which you must question the common paradigms that underlie our habits and our way of interpreting facts and reality.
It is enough to think of simple things to realize how much the paradigms we are used to leading us astray: think of a cycling team competing in the road team time trial.
What could happen if each cyclist, driven by individual goals, started pedaling at their best capacity for the entire route? The peloton will likely split, resulting in the team's time to the finish line being worse than if all the riders had made regular changes at the front and kept up with the slower rider's pace.
This simple example shows how many paradigms commonly applied in business organization and management are wrong. The paradigm is the belief that if everyone gives it all, the system will always benefit.
The fundamental error is the belief that performance is additive: an improvement in any part is positively conveyed to the whole system. In the world of complex systems, this assumption, on which the traditional business management tools still commonly applied have been built, is not valid. In a complex system, relationships prevail, and the key and most important relationships are those with the system's constraints.