Someone suggested you (the owner/ founder/ chief executive):
If you appreciate these 5 minutes, why not Invest 8-9 hours?
Live or Virtual:
Painting a full picture: Gain Clarity. Engineer Quality into your system.
I hear former President Abraham Lincoln warning me:
“It is better to stay silent and be thought a fool, then speak up an remove all doubt.”
So much for that!
Enjoy some long form content to help you make a well-informed decision:
Is Your Business Designed to Maximize Efficiency, Engagement, and Outcomes?
My hunch, based on empirical evidence: You should keep reading…
Unleash your Curiosity:
We live in the Entrepreneurial Capital of the World. Right?
Why then, do 70% of our businesses fail?
(67% of companies making the Inc. 5000 list will fail within five years of listing. The real number for the rest of us is 48%. Franchises at 15%.)
How many businesses “seem fine” – only because they are failing so Slowly?
Could it be the Market that is doing the growing?
Is it ludicrous to think there is a fundamental flaw (culturally) in how we operate our government, education, industry?
Most operate EXACTLY BACKWARDS!
A quick note from me: Parker
Hi, it is late June 2026:
I know you have never heard of me before, other than somehow I engaged your curiosity. So,
What do you say we start crack the code on how to survive and thrive long-term? Does this require transformation in our thinking, our company and industry? Of course you want to Explore the Core Four:
Innovation, Marketing, Strategy, Management
We start with management (operations) because of the 94/6 rule. I boil it down to two words I tell clients. I & I say undeniably;
The most profound theory for management in our world today, goes to Dr. W. Edwards Deming.
(Though largely unknown in the U.S., if you are a business leader, Deming is a name you Must know. He shaped our culture. He is the father of optimization. A statistical genius. Literally, a Historical figure who transformed entire countries and organizations of all degree. So, I got a hunch it can work for you too. Stay curious my friend.)
Fix things at the beginning:
We have been trained since birth in ways that obstruct our creativity and innovation. What may look good on paper is not always the case in reality.
Employees understand. Some feel it. Yet somehow, employers are often oblivious to it. Like a smooth talking interviewee:
I find great variance in what the average organization says it can do – and what it actually does.
Improving anything is rarely about Adding more (people for example),
But by Removing (fear, obstacles, restrictions, etc.).
My offer to you (your chief executive): Experiment if you will:
1-day transformation: 8-9 hours to painting the picture:
Your road map for greater payoff, capacity and yield!
(Yes, it pays for itself… My promise to you.)
Genuine Quality is not produced after inspection.
Quality must be designed into the process.
Why stop at good? Have you no sense of better?
Are you traumatized by the way most organizations operate?
Just look to our:
Health Care
Government
Education
Most people think:
“If it ain’t broke, don’t fix it.”
But the truth is:
Mediocrity is devastating.
Consistency and complacency with entropy, apathy, atrophy: All lead to decline)
If you mutter this (it ain’t broke) anti-improvement BS, let me offer this sharp dose of reality:
Most companies operate using 17th century logic.
This is why the United States the most Underdeveloped Nation in the world.
Reminiscing the Great Resignation and Deming’s words: “There is a flagrant and appalling underuse, misuse and abuse of the skills and knowledge in people in all ranks in all industries in all 50 states.”
We all pay the price.
I am dying to know your thoughts on the sole-crushing lack of innovation most organizations fail to realize.
If you are still struggling with this idea: How most C-Suites are breaking their neck operating in the most suboptimal way possible. Well-intentioned or not, examples abound:
Check out your keyboard:
Odds are it is QWERTY,
A layout created in the 1870s.
Intentionally designed to be inefficient, suboptimal, hard to learn. The express purpose: Reducing your typing speed. The reason why:
So your typewriter won’t jam.
Am I bat shit crazy or does this centuries old paradigm suddenly seem plausible?
Have you noticed the disconnect between our productive inclinations and what actually happens? I find great variance in a founder/ CEO’s internal and external perception of reality. Have you ever found yourself saying: “Wow, I didn’t see that one coming.”
Here are some cold, hard facts:
Conventional management theory is not only flawed and illogical, it is detrimental.
Those lying bastards expect us to believe their bullshit. No. Here are the Biggest Lies in the Western World:
Segmented success: The best way to deal with a complex business system is to break it into parts and optimize each department/ individual/ component. Falsely believing that the sum of the parts equals the whole.
Bottom line: Financials tell us everything we need to know about productivity. Financials are the best way to ‘steer the ship.’
Top-down knowledge: Managers always have the answers and keep workers productive by telling them what to do.
Sticks and carrots: Workers are most productive when motivated by rewards and threats.
Tech omnipotence: Technology is the answer to all our productivity problems.
These are just a few things that stymie productivity, sustainability and resilience.
The good news: Hourly workers inherently know this and are ready and willing to rise to the occasion.
The bad news: Those in top management who control virtually every aspect of the process, want no part of it.
Quick rant: Unpleasant work environments got me here. If am a rough around the edges, this is why: Aside from the fact that it has been determined that 95%+ of an organization’s problems and opportunities belong to its system, which is the responsibility of management and under its control: The reason I am sometimes a bit harsh with managers (Kim Jong Toad), in addition to the mirror effect, is because there is a war raging right now. Very few people realize this. There is a battle for control of the management of the Western world. This war is invisible, because it is diffused in both time and place. Its consequences shape our world. It is so subtle that most people are not even aware it. So omnipresent we are blind to it. Whether you accept it or not, you are being manipulated by some form of management philosophy. Like a scientific world view: Old vs New. Newtonian vs Quantum physics. By and large; Frederick W. Taylor vs W. Edwards Deming. Digress vs Progress. Once you catch a glimpse of what can be, you will be forever haunted by what is. While I never had the language to describe it, I could always feel it and intuitively grasp the idea: I estimate 97.9% of organizations exhibit this unbelievably devastating Industrial Era management philosophy. While this worked wonders 200 years ago, it is now 2025. Different circumstances require a different approach. As Deming pointed out: “The basic cause of sickness in American industry is the failure of top management to manage.” The Western world’s approach to management, from what I have witnessed throughout my life: Reward those who make the most noise. Ignore or punish the ones quietly getting things done. For example, if you run a flawless system, it looks easy. You need less resources and appear to be slacking. You must be insubordinate. You may lose your job. You have fear. Conversely, Say you control of a department. It is full of complexity. Because of repeated crises, it is always visible. People are at each other’s throats. You need to bring in more people just cope. Now you appear as a busy, powerful person. Since you brag about keeping this mess in line, people see you a great manager. They copy your techniques. It spreads like wild fire. They end up driving inefficiencies in order to enjoy power, rewards and recognition. Essentially blaming workers for their own incompetence. Spending most their time focusing on the most insignificant matters. This is how I really feel. Not that I dislike managers. Many are highly skilled employees that got promoted. Unfortunately, these positions require totally different skill sets. Upper management hardly trains them. Everyone suffers. If you are new to these concepts, please be advised that this website is not a “how to guide, nor does it treat these concepts comprehensively. Any methods described require significant expertise and practice to implement. If you are interested in moving forward, expect to engage in an extensive learning journey through books, courses, seminars, mentors and visits to companies that practice these methods. END OF RANT: Deming used to hold four (4) day seminars as a means to begin what he called his client’s Transformation. Transformation thinking that could take as long as 20 years. Learning is a journey friend. Get used to it. If you want a quick jumpstart, you know where to find me: improving.biz/parker. Transformation will release the power of human resource contained in intrinsic motivation. Keep stomping it out or Tap into it!
My original strategy: Work ABOVE management.
What can I say? I don’t like to supplicate. Why convince a man against his will so he can remain of the same opinion still? I & I know this:
Rather than beg people against their will, arguing with irrefutable evidence how companies can unlock their full potential by adopting the Deming philosophy…
(The Deming philosophy is a proven management approach that has transformed organizations worldwide.)
I may or may not partner with investors to acquire companies. I would prefer to help hundreds, then control just one or two. I say this:
Having control over the business makes it so much easier to leverage its human resources.
Rather than supplicating, we can just insist manager use scientific method to improve their products, services and processes. I won’t twist your arm,
Making enjoy a sustainable market and long-term productivity gain…
For those who cannot stand “business as usual”
Who do you know that is sick and tired of their business?
How tragic is it for a company to just close its doors? Consider option B.
Do you recognize any of these common frustrations:
Lack of control: You do not have enough control over your time, the market, or your company. Instead of controlling your business, your business is controlling you.
People: You are frustrated with your employees, customers, vendors, or partners. They do not seem to listen to you, understand you, nor follow through with their actions. You are not all on the same page.
Profit: Simply put, there is not enough of it.
Ceiling: Your growth has stopped. No matter what you do, you cannot seem to break through and get to the next level. You feel overwhelmed and unsure of what to do next.
Nothing is working: You have tried various strategies, tactics and quick-fix remedies. None have worked for long. As a result, your staff has become numb to new initiatives. You are spinning your wheels. You need traction to move again.
In summary:
W. Edwards Deming is a name I beg you to know. Here’s why:
We are blinded by self. We suffer tunnel vision. Our companies are so engrained by our culture that we don’t even know there are alternatives.
The most tragic result is the misuse and abuse of human capital. Despite our best intentions, we may be robbing employees of their right to enjoy their work, destroying our ability to innovate at every level possible.
In order to transform the way we do business, we need a new management philosophy. The problem is, the majority of people and managers resist change and transformation. I have a way around that. If you prefer a DYI experience:
Put Deming’s approach into practice. Honestly; I appreciate our current systems. They are stable. However, there is a time for improvement.
When you are ready to unleash your bit of the human potential…,
Our aim is to learn, have fun, work together, make a difference and for everyone to gain.
Do you consider yourself adventurous?
The key to unlocking your company’s full potential lies in adopting his philosophy – a proven approach to management that has transformed organization’s worldwide.