Technology is making us lose our sense of direction

I just got back from a trip to Boston and took three cab rides while I was there. In all three instances, the cab driver had no idea where I was going without an address and an explanation. And these were not obscure places….hotels in main locations, world-renowned innovation centres, main office buildings.

I remember the good old days when cab drivers knew the city in which they were driving and could find fast and creative routes to your destination. Now, they can’t find their own house without a GPS.

I love technology, but in this case it’s making us lose our sense of direction. We rely so much on GPS technology that it has lowered our standards for selecting drivers for our cabs. You no longer need to know anything about the city. You just need a car and a pulse.

This is just the first step in the driver-less car…..if people can no longer rely on knowledge and judgment to get us places, they why do we need them?

Miller’s Monday Morning Message

Andrew MillerMiller’s Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on operational excellence, strategy, life balance and everything in between

Toronto – October 12, 2015

VW has a tremendous opportunity to innovate in the way it operates. This emissions crisis affords them an opportunity to look at every aspect of the organization and change it.

Too often, when faced with an issue (especially very public ones), leaders focus on fixing the problem instead of leveraging the problem to do something completely different. Follow me here…..typically in VW’s situation, the new CEO will do a few things:

  • Find out who was complicit in the scandal and suspend or fire them
  • Implement new processes so that this kind of thing will never happen again
  • Add additional layers of approval and oversight within the company’s structure
  • Feverishly apologize to customers and promise it will never happen again

Fixing the problem actually puts the company in a worse position. It is now less flexible, more bureaucratic, and more risk averse.

But what if the new CEO leveraged the issue to innovate? If that was the case, he might:

  • Enhance the technology VW used for cheating and offer it to all governing bodies in the global car industry so no car company could cheat on emissions tests
  • Improve the technology so car owners could track their own emission use to help reduce it
  • Take the position that the standard emissions test needs to be stricter or completely changed or even discarded, since it is so easy to manipulate the data

Do you see the difference? Which company would you rather support? The one that follows the same path as everyone else, or the one that uses their situation as a launching pad for bigger and better things? That’s the difference between mediocrity and excellence.

Looking for more insights?
Check out my podcast series called Hockey Management, where I use hockey as an analogy for successful business results.
Prefer watching videos? The take a look at my short videos providing operational excellence tips.
Follow me on Twitter @AndrewMillerACM

To request an interview or more information, please contact:

 
Andrew Miller
416-480-1336
© Andrew Miller. All rights reserved. 2015.

VW sold its soul to the capitalist devil

VW is an easy company to write about these days because of the emissions test “cheating” that took place. With most organizations in this situation, I would say that they will recover fairly quickly and within a year or two be back to where they were.

I don’t think this will be the case for VW. With this emissions cheating, VW has rocked its’ loyal customer base to the core. These customers love VW for its flower-bearing Beetles and its environment-sustaining engines. VW was supposed to be the earthy car company that made you feel good about buying driving. Like you were actually helping the environment while all other cars were hurting it.

That perception has been destroyed. It’s like a leader getting voted into office on a certain platform, and then reversing his or her position on controversial issues once elected. VW owners feel like they have been duped.

It’s not about fixing the cars….that part is easy. VW has destroyed any loyalty it had with customers. It succumbed to greed and capitalism, which it was supposed to be immune to.

People can forgive a PR mistake or a bad decision….those happen all the time. I’m not sure people can forgive a decision that goes completely against what an organization was supposed to stand for. Imagine UNICEF choosing to let children die or the YMCA discriminating based on race or colour. That would be unheard of.

But here you have a car company that built its’ reputation on sustainability and making our world a better place, lying about the emissions its’ cars give off so it could sell more cars. Does it get much worse than that?

Miller’s Monday Morning Message

Andrew MillerMiller’s Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on operational excellence, strategy, life balance and everything in between

Toronto – October 5, 2015

Through my extensive work with clients from around the globe, I’ve come up with five areas of critical importance that separate the successful companies from the also-rans. I’ve never seen a company that has more than three of them in place. How many does your organization have in place?

  1. Touch point leverage. This means you ensure that each time your product or service is “touched” by someone in your organization, that product or service is being improved and enhanced. Think of this as the difference between improving something with each touch point instead of just assembling it.
  2. Forget prioritizing, there’s only one. If you have too many priorities, then you have no priorities. You need to focus on the one thing that is going to make you most successful (accelerating growth, increasing market share, raising profit margins, etc.) and then every strategy and tactic you employ aligns with that to help you achieve it.
  3. Don’t let customers run your business. Said a different way, this means that your customers are not always right. You need to know when to use customer feedback and when to ignore it. A good test of this is to ensure that your customers’ self-interest doesn’t override your organization’s self-interest.
  4. Walk away from good opportunities. You should only be pursuing great opportunities, not good ones. Great opportunities are those that align with you priority and can have the biggest impact on your organization.
  5. Make the extrinsic intrinsic and the intrinsic extrinsic. You need to be able to take knowledge from the outside and make it intrinsic to your people. You also need to be able to take the knowledge that your people have individually and make it extrinsic so the rest of your organization can learn from it and apply it.

Score yourself from 1-5 on each of these five areas to see where you have the biggest area for improvement. If you are implementing Operational Excellence within your organization (or even considering it), these five elements are essential to your success.

Looking for more insights?
Check out my podcast series called Hockey Management, where I use hockey as an analogy for successful business results.
Prefer watching videos? The take a look at my short videos providing operational excellence tips.
Follow me on Twitter @AndrewMillerACM

To request an interview or more information, please contact:

 
Andrew Miller
416-480-1336
© Andrew Miller. All rights reserved. 2015.

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