Comments on: Leadership Lessons from McKinsey http://www.strategicproductmanager.com/2009/07/31/leadership-lessons-from-mckinsey/?utm_source=rss&utm_medium=rss&utm_campaign=leadership-lessons-from-mckinsey Mon, 26 Jul 2010 16:58:59 -0700 http://wordpress.org/?v=2.8.4 hourly 1 By: Leadership lessons « Lead on Purpose http://www.strategicproductmanager.com/2009/07/31/leadership-lessons-from-mckinsey/comment-page-1/#comment-107 Leadership lessons « Lead on Purpose Fri, 14 Aug 2009 09:02:31 +0000 http://www.strategicproductmanager.com/?p=833#comment-107 [...] Today’s post is a link to Stewart Rogers‘ blog the Strategic Product Manager, which contains several great leadership quotes from McKinsey. Take a few minutes and learn about Leadership Lessons from McKinsey. [...] [...] Today’s post is a link to Stewart Rogers‘ blog the Strategic Product Manager, which contains several great leadership quotes from McKinsey. Take a few minutes and learn about Leadership Lessons from McKinsey. [...]

]]> By: davidlocke http://www.strategicproductmanager.com/2009/07/31/leadership-lessons-from-mckinsey/comment-page-1/#comment-327 davidlocke Sun, 02 Aug 2009 22:21:35 +0000 http://www.strategicproductmanager.com/?p=833#comment-327 A decision cycle that runs faster than the decision's implementation cycle is not going to have any measurement of outcomes. OODA loops are wonderful, but ideally they alter the context of future loops. Changing that context requires time. Stable context is required for measurement. Run too fast, and you never catch up. <br><br>We use numbers to manage. Those numbers are blunt instruments that ignore quite a bit. We can data mine our data, but not our policies. Without business rules technology, our policies take time to change. While they change, we keep on collecting numbers as if their basis were unchanged. After they change, we refer to the past as if the basis were unchanged. We hide discontinuities in our linear, continuous assumptions. The numbers cannot scream out "Hey, we are invalid!" <br><br>A race car has a faster suspension, faster tires, a faster engine, faster braking. If you want to change your strategy on a dime, the rest of the organization's systems must do the same. A decision cycle that runs faster than the decision's implementation cycle is not going to have any measurement of outcomes. OODA loops are wonderful, but ideally they alter the context of future loops. Changing that context requires time. Stable context is required for measurement. Run too fast, and you never catch up.

We use numbers to manage. Those numbers are blunt instruments that ignore quite a bit. We can data mine our data, but not our policies. Without business rules technology, our policies take time to change. While they change, we keep on collecting numbers as if their basis were unchanged. After they change, we refer to the past as if the basis were unchanged. We hide discontinuities in our linear, continuous assumptions. The numbers cannot scream out “Hey, we are invalid!”

A race car has a faster suspension, faster tires, a faster engine, faster braking. If you want to change your strategy on a dime, the rest of the organization's systems must do the same.

]]> By: davidlocke http://www.strategicproductmanager.com/2009/07/31/leadership-lessons-from-mckinsey/comment-page-1/#comment-104 davidlocke Sun, 02 Aug 2009 20:21:35 +0000 http://www.strategicproductmanager.com/?p=833#comment-104 A decision cycle that runs faster than the decision's implementation cycle is not going to have any measurement of outcomes. OODA loops are wonderful, but ideally they alter the context of future loops. Changing that context requires time. Stable context is required for measurement. Run too fast, and you never catch up. <br><br>We use numbers to manage. Those numbers are blunt instruments that ignore quite a bit. We can data mine our data, but not our policies. Without business rules technology, our policies take time to change. While they change, we keep on collecting numbers as if their basis were unchanged. After they change, we refer to the past as if the basis were unchanged. We hide discontinuities in our linear, continuous assumptions. The numbers cannot scream out "Hey, we are invalid!" <br><br>A race car has a faster suspension, faster tires, a faster engine, faster braking. If you want to change your strategy on a dime, the rest of the organization's systems must do the same. A decision cycle that runs faster than the decision's implementation cycle is not going to have any measurement of outcomes. OODA loops are wonderful, but ideally they alter the context of future loops. Changing that context requires time. Stable context is required for measurement. Run too fast, and you never catch up.

We use numbers to manage. Those numbers are blunt instruments that ignore quite a bit. We can data mine our data, but not our policies. Without business rules technology, our policies take time to change. While they change, we keep on collecting numbers as if their basis were unchanged. After they change, we refer to the past as if the basis were unchanged. We hide discontinuities in our linear, continuous assumptions. The numbers cannot scream out “Hey, we are invalid!”

A race car has a faster suspension, faster tires, a faster engine, faster braking. If you want to change your strategy on a dime, the rest of the organization's systems must do the same.

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