Comments on: What does your customer really need? https://timebackmanagement.com/blog/what-does-your-customer-really-need/ Working At The Intersection of Personal Productivity and Lean Manufacturing Wed, 09 May 2012 15:37:03 +0000 hourly 1 http://wordpress.org/?v=3.3.2 By: coldclimate https://timebackmanagement.com/blog/what-does-your-customer-really-need/comment-page-1/#comment-28 coldclimate Wed, 30 Nov -0001 00:00:00 +0000 #comment-28 I love the ideas put forward in this post, but one of the things that I've battled on a daily basis is corporate inertia. People hate taking the decision to produce less deliverables because they might get in trouble. The risk free option is to keep producing them. Getting somebody to buy into the process of rationalising deliverables is unbeleivably difficult. It happens all over the place too - each new document of a simalar type to an old one contains everything the old one had (needed or not), and everything new that the author includes. Comes the next issuing of this document, nobody dare remove the crap because "it must be there for a reason". I love the ideas put forward in this post, but one of the things that I’ve battled on a daily basis is corporate inertia. People hate taking the decision to produce less deliverables because they might get in trouble. The risk free option is to keep producing them. Getting somebody to buy into the process of rationalising deliverables is unbeleivably difficult.

It happens all over the place too – each new document of a simalar type to an old one contains everything the old one had (needed or not), and everything new that the author includes. Comes the next issuing of this document, nobody dare remove the crap because “it must be there for a reason”.

]]> By: Tim Walker https://timebackmanagement.com/blog/what-does-your-customer-really-need/comment-page-1/#comment-29 Tim Walker Wed, 30 Nov -0001 00:00:00 +0000 #comment-29 This is a great one, Dan. I've been thinking a lot about how we can move up the ladder from data . . . via information . . . and then on to genuine insight. Ideally, the CFO and others who see the boiled-down, information-intensive reports will use these, filtered via their own acumen, to achieve real discernment in where the business is and where it's going. All too often, we expect that the raw data - or even the digested information - will do the job for us. We'll look at the numbers and they'll clearly point us in the right direction. But what's really needed is some *insight*. Which comes from thinking. Which comes from having enough time, space, and energy to think. This is a great one, Dan. I’ve been thinking a lot about how we can move up the ladder from data . . . via information . . . and then on to genuine insight. Ideally, the CFO and others who see the boiled-down, information-intensive reports will use these, filtered via their own acumen, to achieve real discernment in where the business is and where it’s going.

All too often, we expect that the raw data – or even the digested information – will do the job for us. We’ll look at the numbers and they’ll clearly point us in the right direction. But what’s really needed is some *insight*. Which comes from thinking. Which comes from having enough time, space, and energy to think.

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