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Locating Changes in Irresistible Forces: Monitors, Measures, and Making Decisions

Mar 31, 2008
If you want to have the best view of changes in irresistible forces, be like an eye in the sky.

Although traffic reports may sound the same from day-to-day, the ability to report the exact condition of traffic has reached a high level in many places such as New York City.

Some cities have cameras operating twenty-four hours a day at the usual choke points and a traffic helicopter with a camera in the air to see the other areas.

Other factors, like weather, special events (such as the President visiting the United Nations, parades, sit-ins, and strikes), curiosity-drawing occurrences (people getting traffic tickets, accidents, and road construction crews), and the conditions of the road (wet, snow-covered, etc.) can all be noted and reported simultaneously.

By measuring these factors continuously, the radio station provides precise information about delays (for example, a twenty-five-minute backup at the Lincoln Tunnel).

As a result, drivers have almost all the information they could wish for to be able to pick the fastest route to their destinations simply by listening to a radio station. Think about improving this capability further by allowing the driver to use all of the information that the radio station has to plan a route.

A future best practice could be to let a car computer plot the best route for minimum travel time after interacting with the radio station's computer.

The car computer's calculation could then reflect both current and anticipated driving conditions on all of the routes in the metropolitan area. The car's computer then continuously updates this optimal routing as the trip ensues, as the current GPS car navigation systems allow you to do after making a wrong turn.

By analogy, your enterprise can do the same thing if it continuously measures what is going on with your customers, employees, partners, suppliers, competitors, and the communities in which you operate.

To surpass the future best practice, you'll probably have to take an additional step to measure the factors that in turn influence the consequences for these key constituencies.

For example, families, friends, and home conditions affect employees. Simply observing someone at work will provide a limited perspective of what is happening in that person's life.

Similarly, customers often reflect what is happening with their customers, employees, partners, suppliers, competitors, and the communities in which they operate. These influences, in turn, are also heavily affected by their immediate environments, and so on.

Thus the need for constant and constantly expanding vigilance should be obvious.
About the Author
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at

http://www.2000percentsolution.com .
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