Author name: Jens Paggel

Flexibility of adaptability, what is the difference? It is the difference between being a passenger or at least part of the crew, if not the captain of the spaceship. Kudos to Buckminster and McLuhan

Strategy is one thing. Operations, i.e. daily life is something different. Probably is good to connect the two. Here is an idea how to.

A symptom is something that can be observed. “Fixing” a symptom is just covering it up. The underlying problem is still there. Understand the difference between symptoms and problems. Fix the problems and the symptoms disappear. This is how it works.

Understand that your workforce, that is your people develop your future products. Before you get your future products, you need to develop your people to enable them to develop their own future. People first. It is that simple.

When you are running an organization, you are handling two complementary portfolios at the same time. At least you should. Product portfolio and Knowledge Portfolio of the people developing the product. Both need to be managed.

How to predict future? Difficult. But you can extrapolate from the past. Like in differential calculus. You will make systematic errors, but who cares. This is better than nothing.

People usually like to be supportive and help. An executive “fixing” and operations problem. Seen here or there. Maybe not idea. An executive fixing the environment that allows operations to fix the problem. Yes. Try to understand three horizons of work. Strategy, operations, and tactics, connecting the two.

You can’t do everything. You can’t fix everything. Understand your capacity, your limits and your targets and goals. This is portfolio management.

Plan-Do-Check-Adjust is so simple and powerful. Surprisingly often we need to justify when a plan does not work out. Strange. Have a look at the idea.

Money is finite. Funds must be available to run operations AND to prepare for the future.