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Develop Irresistible Force Detectors to Locate Buried Treasure

Apr 3, 2008
Questions in this article are designed to take your thinking beyond what your company has ever considered doing before in regard to irresistible forces, to exceed the future best practices.

You'll achieve far better results from this process if you examine all three areas (locating, anticipating, and adapting). Otherwise you are unlikely to exceed the future best practice.

Being deficient in any of the three areas can reduce your overall effectiveness from high to average. Think about these multipliers.

Suppose you score a perfect 100 in all three areas. The result would be 100 x 100 x 100 = 1,000,000. If you had 100 in each of two areas and a 21 in the third, many people would average this result to get 73 and assume that this score placed them well above average.

However, the multiplied result would be 210,000 (100 x 100 x 21), or only 21 percent of the potential 1,000,000 score.

You multiply rather than average these areas because the effectiveness in one area has one hundred percent impact on the overall effectiveness in the other areas.

If you don't anticipate, you can't locate as well, and vice versa. And any delay in anticipation or location has a big impact on adapting. Conversely, if adapting is weak, it matters little what happens in locating and anticipating.

Let's see what we can find about detecting irresistible force trends shifts.

Everyone has seen people walking along with metal detectors, hoping to find valuables that are lost in the grass or buried underground. Usually these people find enough to pay themselves about double the minimum wage for their effort.

However, every once in a while they find something really valuable. You want irresistible force detectors to do the same for your organization. The locating process should always more than pay for itself in modest insights, and every once in a while it should unleash a bonanza, a breakthrough gain.

Otherwise, you won't be effective in the marketplace, and you won't be able to afford the right level of effort in this area.

How can you monitor stakeholders (customers, employees, suppliers, partners, distributors, shareholders and the communities in which you operate) in proprietary, inexpensive, simple ways that competitors will have great difficulty matching or exceeding?

This question may sound like an oxymoron (a contradiction in terms) to you, but that's one reason that the question is so valuable. Few people will think to ask it.

Here is an example that you may not have considered. You could begin by posing this very question to the relevant stakeholders and seeking their help.

Often there is something that stakeholders need from you that you don't currently provide them that would be inexpensive to offer (such converting your intranet-based, customer service computer system into an Internet database that customers could directly access to check on the status of their orders).

You can offer them one of the inexpensive things that they want in exchange for an inexpensive form of their cooperation (perhaps sitting down for an hour once a quarter to discuss the relationship with everyone involved).

How can you automate the evaluation of the data you have for locating irresistible forces?

This is an important consideration because most managements either under- or overreact to changes in data. By automating the analysis of the data in ways that don't obscure what is going on for those who will use the analysis, you can reduce the number of times that people respond inappropriately.

A good analogy is to the kind of internal diagnostics that many new pieces of equipment have in them to anticipate the need for parts to be changed and for routine maintenance to occur, and to correct errors made at the factory without the customer being troubled.

Many people will see the answer to this question as a software problem. Actually, it's a decision-making problem that management should participate in alongside those trained in decision-making techniques and statistics. Once the parameters are set, then the software writers can make their contribution.
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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