I like your initiative. Could you create a quick deck of bullet points on how AI will help us raise the bottom line? Please include an executive summary as I do not have time to read a whole 8-slide PowerPoint.
Having created operations manuals and been on both sides of that equation, it's fascinating to observe just how different things are from how SOP suggests.
I'll have to jot this down in some detail, but one of my business (US Grappling) was doing well in the early 2010s, so I decided to ask a lot of questions and document everything at every event for a while. People HATED this so much.
Ah, no - this was all about the extra time it took to document everything. The company ran events, so we were always on a time crunch - and I wasn't incredibly diplomatic about winning people over to the importance of this project, etc. Mainly, I needed to learn how to communicate better.
But of course, it's fairly typical for businesses not to want to "waste time" documenting things. In the long run it's the exact opposite, but folks are often wired for the sprint.
I retired 14 years ago, so Six Sigma and CEOs are a thing of my past, but the "do what you say" ethic resonates with me. In my younger days, I loved the Spenser detective stories by Robert Parker. Oft repeated in those was Spenser's view that there are very few things one can control in life, but among the few is doing what you say — not saying you'll do a thing unless you mean to — following through and that your word is precious and never to be squandered. Really stuck with me.
If you say what you mean and you mean what you say, to then not do what you say makes the first two steps a complete waste of time, emotion, effort and the trust acquired by the first two steps is now completely quashed/void.
The part about wanting to be "Agile" so you don't have to follow processes cracks me up. In my experience this almost always come from leadership, who "don't have time" to follow the process they themselves signed off on. I believe in the power of processes but I think when they're not being followed we have to find out why and fix the breakage points. If leaders won't fill out the creative brief because they can't be bothered to look up the budget codes, then they need to empower someone else to do it or we need to automate the brief so they can find the code more easily.
But can’t we just add AI and fix everything? (jk)
Yeah.... maybe? If you're already doing the good work, AI can augment. If you're not... You have no idea where it's going wrong.
AI, even AGI is a tool, not a plan ...
Good point.
I like your initiative. Could you create a quick deck of bullet points on how AI will help us raise the bottom line? Please include an executive summary as I do not have time to read a whole 8-slide PowerPoint.
“Sure”…Alright let’s do some prompt’n! Ok select all, copy comment . Open up ChatGPT, over the shoulder check. Ctrl v… lol
Having created operations manuals and been on both sides of that equation, it's fascinating to observe just how different things are from how SOP suggests.
Always different! And normally, the SOP is pretty damn good!
I'll have to jot this down in some detail, but one of my business (US Grappling) was doing well in the early 2010s, so I decided to ask a lot of questions and document everything at every event for a while. People HATED this so much.
What did they hate about it? The idea it could be formalized?
Ah, no - this was all about the extra time it took to document everything. The company ran events, so we were always on a time crunch - and I wasn't incredibly diplomatic about winning people over to the importance of this project, etc. Mainly, I needed to learn how to communicate better.
But of course, it's fairly typical for businesses not to want to "waste time" documenting things. In the long run it's the exact opposite, but folks are often wired for the sprint.
Exactly right.
Very good insights
Thanks
Actions speak louder than words ...
Anyone listening ??? ...
Absolutely, frustrating that we have to keep reminding ourselves of that.
I retired 14 years ago, so Six Sigma and CEOs are a thing of my past, but the "do what you say" ethic resonates with me. In my younger days, I loved the Spenser detective stories by Robert Parker. Oft repeated in those was Spenser's view that there are very few things one can control in life, but among the few is doing what you say — not saying you'll do a thing unless you mean to — following through and that your word is precious and never to be squandered. Really stuck with me.
I like that. It must be a hard thing to do when so much of our wisdom literature contains this guidance.
Rgr, do what you say and say what you mean.
If you say you're going to do something - DO IT.
Don't make promises you cannot deliver on.
If you say what you mean and you mean what you say, to then not do what you say makes the first two steps a complete waste of time, emotion, effort and the trust acquired by the first two steps is now completely quashed/void.
Yep.
The part about wanting to be "Agile" so you don't have to follow processes cracks me up. In my experience this almost always come from leadership, who "don't have time" to follow the process they themselves signed off on. I believe in the power of processes but I think when they're not being followed we have to find out why and fix the breakage points. If leaders won't fill out the creative brief because they can't be bothered to look up the budget codes, then they need to empower someone else to do it or we need to automate the brief so they can find the code more easily.
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Agility without discipline is just chaos. Love it. Excellent piece.