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Don't Become Obsolete -- Do That to the Competition

Jan 3, 2008
The purpose of this article is to jolt you out of your complacency, to make you to think clearly, and to get you to act more appropriately.

What if you landed barefoot on a hot tin roof and just stood there? The results wouldn't be pretty for your feet.

The same result happens when organizations become satisfied with doing what they've always done; they are burned on the hot tin roof of painful obsolescence.

Consider all of those organizations that don't exist any more than were once considered world beaters. They spent time patting themselves on the back, repeating the "same old, same old," and they quickly became irrelevant.

When was the last time you rode on a Concorde SST? Are you still slim from the Scarsdale Diet? When did you last eat at Minnie Pearl's? Did you stay at Howard Johnson's during your last vacation? Can you still find your George Foreman grill? Are you still exercising with Charles Atlas? Is your Edsel still running?

Consider all of those organizations that pretend that everything is fine . . . when anyone can see that they are in trouble. The hot tin roof of obsolescence will eventually destroy them, too.

Do you shop at Sears as much as you did 20 years ago? Do you consider GM cars and trucks when you need a new vehicle? Do you still read a daily newspaper? Do you watch the nightly news on one of the three original television networks? Do you go to the disco?

How can you get off that hot tin roof of obsolescence? You need breakthroughs; breakthroughs you can best create by designing and delivering breakthrough solutions (ways of accomplishing 20 times more with the same time, resources, and effort). This article shows you what actions you need to take now to get the most benefit for your organization by hopping off the hot tin roof of complacency onto the upward rising elevator of continual breakthroughs. Here's the list:

1. Write down where your organization is performing well in relation to your needs for tomorrow.

2. Write down where your organization needs to improve now in light of tomorrow's potential.

3. Write down those areas where your organization must change in order to perform close to its future potential and set deadlines for when these changes need to occur.

4. Share what you have written with those who will have to make the changes. Give them directions for making breakthrough solutions and set dates for completing plans to meet these deadlines for change.

5. Begin helping everyone in your organization learn to identify stalls (bad habits that make you complacent and retard improvements, overcome them through stallbusting, and create many breakthrough solutions by employing the breakthrough management process.

6. Put measurements in place within each key activity to track the rise and fall of complacency throughout your organization.

7. Check to be sure that the dates to begin repeating the eight-step process for creating breakthrough solutions are being observed.

8. Reread relevant materials about how to create breakthrough solutions annually.

It's like exercising. Get in the habit!
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, and The 2,000 Percent Solution Workbook. 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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