WATCH THIS STORY BY DERRICK MAINS (ON LINKEDIN):
Derrick has the best stories. Just imagine his methodology.
After watching this video, I am thinking HOW
Most people tout Peter “the mother” Drucker, regurgitating his BS:
“Business, because its function is to create a customer and sustain it, has only two purposes: Marketing and innovation. Marketing and Innovation are the only two functions that build business that sustain paying revenue. Everything else is an expense.”
But the truth is, sadly, these same folks know little-to-nothing about W.E. Deming and the 94/6 rule.
I like what Ed said: Focus on Quality. Everything else is noise
Or I am a fool: Saying Marketing and Innovation determine whether a business deserves to exist… Whereas; Management and Operations: Determines whether it can continue to exist.
Or perhaps, the majority of you entrepreneurial minded folks, pay more attention to the marketing, than the innovation?
If the aim is to make your numbers look good, good luck. That was GM in the ‘80s. What about the NUMMI experiment? My point is:
Effective management holds the key to innovation. Operations IS the business. Whether half-hazard or intentional: A well-functioning business is a series of interdependent processes… that requires upkeep. I respect marketing and I love how salability is at the heart of the entrepreneur: Yet I often wonder;
Do Drucker’s theories, like MBO for example (managing by objective, which may have been great at the time), seem to drive a wedge between customer expectations and operational capability? Thereby limiting customer acquisition over the long run? Regardless,
Marketing icons like Jay Abraham offer so much more than the idea of just bringing in a “customer.” The Strategy of Preeminence, REFERRALS, joint ventures, guarantees, risk reversals, etc., Jay is the first to tell you, he advocates more for the retention of the client and how you go about earning and maintaining their trust, than just opening the flood gates. In other words,
Effective marketing usually boils down to its process and how well it is administered: Systematically, using a well-orchestrated design, or shall we say “IN A GOOD PLACE” so we can all thrive?
Is money your aim? Why not think deeper? Why not focus on long-term productivity? Deeper still: Rather than focusing on the goal or objective, but the system or method used to achieve that goal… Isn’t that where you find the real gold?
If you want to balance optimization with innovation (two opposing forces btw), let’s get back to the basics: Not the ends but the means: In creating a system where EVERYBODY gains?
There is your pull marketing piece of the puzzle my friend. Jay Abraham is always reminding us to study of the work of W. Edwards Deming. I did. Have you? I continue to do so. I can’t help but notice:
We overlook Throughput in politics, education, even private industry. Do so at your own peril. Learn more.
Systems thinking closes hidden sources of friction, variation, and waste that limit a company’s true capacity.
Produce Quality (capital Q)
