Skirters are a breed of people that limit, restrict and destroy their own outcomes and those of others. At some point we all skirt. It’s always easy to blame the little guy, but the little guys seldom design the system or have ability to change it that result in less than optimal outcomes. Its always the management that has control over systems. So if a system is broken, its best to look up vs looking down. One of the best lessons I got at university was an introduction to organizational behavior where I was taught by Prof Jim Windle (Or Doc Windle) who had trained under Dr. Demming.
A prime catalyst behind the incredible success of Japanese industry, Dr. W. Edwards Deming is a household word in Japan, but scarcely known in the United States, his own country. Since 1951, the Deming Prize has been the most coveted award among Japanese corporations. Just who Dr. Deming is, and what he has to teach American businesses regarding management and quality control is revealed in this fascinating biography.
In 1990, Marshall Industries (NYSE:MI, 1984–1999) CEO Robert Rodin trained with the then 90-year-old Deming and his colleague Nida Backaitis. Marshall Industries’ dramatic transformation and growth from $400 million to $1.8 billion in sales was chronicled in Deming’s last book The New Economics, a Harvard Case Study
, and Rodin’s book, Free, Perfect and Now.
The point to note here is that Marshal was one of the first companies to engage in e-commerce. Confounding predictions that the Internet would “disinter mediate” commerce, making “middle man” companies all but obsolete, Marshall Industries, a leading electronics distributor, used the Internet and digital technologies to reinvent itself. Marshall continued to sell electronics components, but the company abandoned the traditional sales-driven strategy for a more customer-focused, service-driven strategy. At the heart of its transformation was a complete restructuring of the compensation and incentive system and heavy investments in information technologies. Several years into its first foray into the digital realm, Marshall faced growing pressures: shrinking margins, increasingly demanding customers, restrictive supplier practices, and competitors rapidly introducing me-too Internet and virtual services. Marshall continued to look for ways to use its innovative spirit and digital expertise to differentiate itself and to create and deliver a whole new set of virtual supply chain services. Marshall got that that end point by focusing at the starting point, the best outcomes come about with the best laid out systems.