The Root Cause

Rethink Your Approach To Solving Stubborn Enterprise-Wide Problems

Boeing Once, Boeing Twice . . . . .

So, what’s the essential difference between running Boeing like a business rather than an engineering firm? Let’s explore, shall we? The everyday expression “running a business” refers to a distinct executive function called GOVERNANCE; the structure of customs, processes, practices, policies, and rules that affect the way people direct, administer, and manage a corporation. The […]

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Preventing Human Error

            The world of business consulting, advocacy, coaching and training is chockablock full with best-practices, n-step solutions, proprietary methodologies and tools. What they have in common is a prescription for success—i.e. increasing efficiency, cutting cost, and other investments to raise bottom-line results. Dr. Albert Einstein identified this Perfection of Means and Confusion of Ends as

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Are You WILLING ?

            New levels of thinking—relationships, patterns, and principles other than the current dominant level of thinking—are not hard or difficult but DIFFERENT. What is HARD is overcoming one’s RESISTANCE TO CHANGE; showing a willingness to consider the possibility their might be a different way to solving stubborn enterprise-wide problems.             Characteristic of enterprise-wide problems is

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Combatting Dependency on Outside Experts

Question:       How many outside experts does it take to change a light bulb?Answer:          As many as they can get away with, and for as long as possible!             Mariana Mazzucato―professor in the Economics of Innovation and Public Value at University College London and founding director of the UCL Institute for Innovation and Public Purpose―wrote about

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Moral Leverage — A Precept for Success AND Failure

            Milton Friedman asserted that The Business of Business is Business, which implies that EVERYTHING and EVERYONE is given a price tag. Consequently, decision makers just have to calculate whether they regard you, or any other animate or inanimate resource, as either ECONOMIC, or UNECONOMIC. Uneconomic refers to something or someone failing to earn an

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WHO SHOULD READ THE ROOT CAUSE AND WHY?

            Personal experience as a change manager, and a project manager who implements his own change management advice, taught me that little changes significantly without what I call Executive Sponsorship for Change; i.e. delegation of authority to a dedicated change/project manager, and allocation of all necessary resources.             Consequently, the impetus for writing THE ROOT

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