Solved Once, or Solved Every Time

About this collection

**The hardest part of improving a process is rarely the analysis.** Someone in the organisation has usually already seen the constraint. They saw it on the floor, or in the trend, or in the third time the same variance appeared in a report. What is missing is a route from that person to a decision, and a format that makes acting on it the obvious next step rather than an interesting observation to file. Organisations at this stage of expansion tend to meet the same three walls: - The first is that a correct fix applied to an isolated case does not stop the case recurring elsewhere, because the conditions that produced it live in the system rather than in the incident. - The second is that changing a process means asking several functions with different targets, different histories and different pressures to accept the same change, and that is a negotiation before it is a project. - The third is that a redesigned process holds for as long as the behaviour underneath it holds, which is usually shorter than anyone plans for. There is a familiar shortcut. An organisation that knows it needs to change buys the system that is supposed to deliver the change. The system arrives, and it delivers whatever the organisation already does, faster and with better reporting. Companies with thirty and sixty years of accumulated process carry an advantage that newer competitors cannot buy, and a weight those competitors do not carry. Both are real at the same time. This group of speakers works across that ground, and the Speak So You Are Heard cohorts are built to do the same work inside the organisation itself.