Content Roll-out Plan

Content Roll-Out Plan site version notes | release roadmap | how this page works | how to use it

Week of 27 January 2020
1. Drîm Newsletter 2020-01 (27 January).
2. AMA 1: Ask Me Anything: Gary Bartlett (29 January) - Open to ALL Members (M-P).
Week of 3 February 2020
1. Site Launch (3 February)
2. Drîm Strategy 2020: Guided Exercise Programme to develop/enhance your strategy for the year. (Module 1 of 2).
  1. Module 1, Session 1: Enthusiast-Level & Above (4 February).
  2. Module 1, Session 2: Individual-Level & Above (5 February).
  3. Module 1, Session 3: Leader-Level & Above (6 February).
  4. Module 1, Session 4: Practitioner-Level (7 February).
Week of 10 February 2020
1. AMA 2: Ask Me Anything: Gary Bartlett. (12 February) - Open to Enthusiast, Individual, Leader & Practitioner Members.
Week of 17 February 2020
1. Drîm Strategy 2020: Guided Exercise Programme to develop/enhance your strategy for the year. (Module 2 of 2).
  1. Module 2, Session 1: Enthusiast-Level & Above (18 February).
  2. Module 2, Session 2: Individual-Level & Above (19 February).
  3. Module 2, Session 3: Leader-Level & Above (20 February).
  4. Module 2, Session 4: Practitioner-Level (21 February).
Week of 24 February 2020
1. AMA 3: Ask Me Anything: Gary Bartlett (26 February) - Open to Enthusiast, Individual, Leader & Practitioner Members.
2. Drîm Newsletter 2020-02.

Simple Human Condition GPS

Dramatic Improvement

Dramatic and ongoing improvement in performance, impact & satisfaction

Unconscious

We don't know
know we

Incognizance

what we don't
don't know

MODIFs

Multi-Option Diagnostic & Intervention Frameworks

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Demand Generation

Convert market opportunity

Dramatic and ongoing improvement in performance, impact and satisfaction

Unconscious

Customers are
their needs or
offering

Incognizance

unable to diagnose
match them to our
reliably

REMODIFAGI

Disseminate highly targeted self-diagnostic frameworks, mapped into our product & service portfolio

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Projects

Maximise net marginal value

Maximise the net marginal value generated within time & dollar budget

Unpredictabilit

Task duration
the unpredicta
gent insights

y & variablility

variabliity &
bility of emer
& challenges

Pool resuorces and safety

Deliberately & iteratively switch the asymmetry of time, scope & budget by moving safety from tasks to project

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Distribution

Facilitate informed decision-making & compliance

Maximise & satisfy market demand on the lowest inventory & highest marginal gains possiblefor all interested parties

Demand unopr

Demand is diffi
e reliably indi
significantly
y over time

edictability

cult to generat
rectly & varies
& unpreduictabl
& geography

Replenish stock frequently from a central pool

Generate demand & hold stock centrally, providing sales expertise & replenishing stock at a high frequency, on demand

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Production

Maximise throughput & minimise inventory & rework

Maximum throughput in terms of contribution-dollars sold per month on the lowest possible inventory & overhead

Unpredictable demand ensu

Unpredictable
rt lead-time
conspire to c
y & inventor

res sub-optimal scheduling

demand & sho
expectations
reate capacit
y challenges

Synchronise to the bottlneck

Synchronise everything to the bottleneck resource, sizing batches to satisfy demand-ratios, just-in-time

Organisational Culture

Increasingly ideal culture

Evermore productive, collaborative, innovative, invigorating, satisfying and fulfilling experience

Elusive concept

Culture is ex
icult to defi
change withou
g freedom &

& dynamic

tremely diffi
ne, codify &
t compromisin
diversity

Collaborate to reverse & forward engineer

Collaborate to identify the primary cultural attributes sought & develop simple frameworks to enable them

Management

Increasingly ideal culture

Ever-increasing performance and satisfaction on an ever-reducing time, dollar and effort cost

Complex

Dynamically co
endencies comp
whelm & unpr

interdepencies

mplex interdep
ounded by over
editability

Framework of frameworks

Simple framework to proactively identify & intervene to resolve the primary failure modes on performance & avoid the common management error modes

Confidence

Confidence virtual cycle

Ever-increasing levels of performance-enhancing, empowering & invigorating confidence

Self-fulfilling

Fear of repeating p
s in timidity & str
self-fulfilling pro
ycle of ever-ero

vicious cycle

ast failures result
ess that creates a
phecy & a vicious c
ding confidence

Progress not perfection in practising in safety

Focus on progress, not perfection, by setting small, achievable tasks & focusing on delivering them, practising in safe environments under increasing pressure

Engagement

Ever-increasing engagement & enthusiasm

Ever-increasing engagement, contribution & satisfaction

Lack of

Lack of interes
th &/or capabil
in or initiat

interest

t, alignment wi
ity in the doma
ive concerend

Progress not perfection in practising in safety

Provide simple, provocative response & engagement frameworks to secure collaboration in desigjning the course forward

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