Widget World

SEALA 1, DAY 7

Strategy Deployment – Rapid Execution with Certainty. Why do so few companies execute their strategies successfully? Because real-world forces are always at odds with ideally formulated plans. Nevertheless, as Anand explains, there exist deceptively simple, proven tools and measures that organizations can use to deploy their strategies with speed and certainty.

"Rapid Execution with Certainty" rings a bell with Shamama, who is a woman who likes to get things done. But wait till she discovers what this afternoon holds in store for her.

The X-Matrix is one tool to improve success in execution. Thushan's constructive mind combines the X-Matrix with yesterday's Y-Strategy template to propose a new synthesis: the XY model. It's so complex that it requires two hands to explain.

Over the coffee break, John King gears up for his talk on "Cool World/ Solid World." As in a jazz ensemble, any group of collaborators needs a mix of talent: cool innovators working in tandem with solid operators. SEALA jazz smoothies Ashutosh, Navnath and Anil get ready to swing.

Cool World or Solid World? Solid World or Cool World? Not always easy to decide. 

Specially when you're a natural soloist like Tasneem.

"Man! What if I'm dead cool and awesomely solid at the same time? What am I supposed to do – tear myself in two?"

Tanu and Steven chilling over coffee. They're not hung up on what they're supposed to do. They don't "do" cool. They simply are cool.

Priscillia chilling in the ballroom. She doesn't "do" cold. She simply is cold. 

The air conditioning in the meeting rooms turns SEALA "Cool World" into "Cold World."

Widget World: The truth is out. Anand announces that all participants, by joining SEALA, have unwittingly sold themselves into indentured servitude. They will now be put to work in a miserably inefficient factory making widgets. Widgets come in two varieties: standard and deluxe.

SEALA workers sign up for their factory jobs, first come first serve. Shamama maneuvers to the head of the line.

Stop pushing in the back!

Despite choosing first, Shamama has managed to land the worst job on the factory floor, responsible for running between the stations, blamed for all delays and bottlenecks:

 The sawing department would like to know how it is expected to saw without any supplies.

The press department is under-utilized and bored.

The supplier would be delighted to supply, but nobody sends him any orders.

Final Assembly is dissatisfied because, for most of the time, there's nothing to assemble.

Company accountant and time-keeper Adeel reports that the factory took over eight days to make a widget.

Faster, faster!

Time for a complete re-think. Processes and information flow need to be improved. Non-value-added steps need to be reduced...

... Lean Sigma ideas need to be leveraged. Principles of operational excellence need to be implemented!

"Never give up! There is always a better way!"