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Frank Patrick's Focused Performance Business Blog
This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Thursday, October 25, 2001

Business as Usual -- Irony is NOT dead. For some reason I can't fathom, I particularly like this one. ;-)

posted by Frank - Permanent Link - |

Wednesday, October 24, 2001

Electronics Times - Components supplies face uncertainty over transport -- More on the impact of 9/11 on ultra-lean supply chains.

posted by Frank - Permanent Link - |

Manufacturing After the Terrorist Attacks -- The effects of unbuffered supply chains . . . From the article: Significantly, the impact of the terrorists attacks promises to extend beyond economics and production volume to manufacturing processes and practices such as JIT (just-in-time). The short-term effect has already been seen, with at least one automaker -- Ford Motor Co. -- shutting down some production because it could not get parts. Longer term, Di Frances foresees a general rethinking of supplier relationships, with distance between the manufacturing consumer and manufacturing supplier "going to become a [critical] factor." Indeed, Di Frances believes that private trucking companies may make a return as manufacturers with several large customers want the comfort and assurance of being able to control the movement of their freight.

posted by Frank - Permanent Link - |

Sunday, October 21, 2001

Let's Stop Wasting $78 Billion a Year - SOFTWARE DEVELOPMENT - CIO Magazine Oct 15,2001 - From the article: "There are, of course, other reasons for all the bugs. IT professionals point to a whole litany of causes: bloatware, with all its useless bells and whistles; programmers working in isolation, blissfully ignorant of how people will ultimately be using their software on a daily basis; reusable components that may already contain bugs; an absence of agreed upon professional standards; and developers who take shortcuts to meet deadlines during development."
Perhaps there are better ways to assure appropriate outputs, encourage effective resource behaviors, or deal with deadlines.

posted by Frank - Permanent Link - |

Monday, October 01, 2001

From the "Guru's guru" -- Business 2.0 - Web Article - The Peter Drucker Interview -- Unabridged Excerpt: "There are no signs that the business cycle has disappeared. There have been fundamental shifts in consumer behavior and distribution, but not because of information technology. From the point of view of the economy, the Internet is just another distribution channel so far. Take new automobiles. The customer uses the Internet not to buy a car but to eliminate or reject. Now, when they come to the dealer, they know what they don't want. Maybe the Internet is a new distribution channel. In each channel there has to be a different business. Maybe on the Internet you need to be a buyer for your customer, not a seller. That is what GM has announced they will do. They will find the right car for the customer, including competing cars, and find the right dealer. That is being a merchant, not a buyer."

Defining the distribution channel and the approach to using it is a key aspect of strategy.

posted by Frank - Permanent Link - |

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Strategic Thinking and Improvement

Enterprise PM - It Starts with Strategic Interdependence

Face Reality

How to Think With Your Gut

Hugger-Mugger and Helter-Skelter

Managing for Murphy, Satan, and Yourself

More of the Same (Local/Global)

PMI Congress Notes: Using Risk Management for Strategic Advantage

Tell Me How You'll Measure Me and Ah, But What to Measure?

What's in Your Strategy?

Why Can't We All Just Get Along?

Why TOC Works
Project and Multi-Project Management
Critical Chain and (not or) XP

Defining Project Success (But for Whom?)

Down 'n Dirty w/TOC and PM (Part 1 of 5 consecutive posts)

End of Project Review

If Project Management is the Answer, What's the Question?

In Defense of Planning

It Ain't the Tools

Lessons Learned, Revisited

Predicting Uncertain Futures

Project Conflicts

Project Determinism (and other myths)

Project Portfolio Management

Promises, Predictions, and Planning

Removing Bottlenecks - A Core Systems Design Principle

Stage Gates and Critical Chain

Ten Top Sources of Project Failure (The Executive Version)

The Meaning of "Schedule"
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Consistent Leadership Behavior

Invisible Dogma - Perpetuating Paradigms

Nothing But Value

On Assumption Busting

Personal Productivity - An Excuse?

The Psychology of Change Management

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