Entity Dossier
entity
Deming
Strategic Concepts & Mechanics
Strategic ManeuverShape the Market Before You Enter It
Mental ModelTrust Is the Bandwidth of Implicit Communication
Structural VulnerabilityBad News Is the Only Useful Intelligence
Implementation TacticSchwerpunkt Over Vision Statement
Strategic PatternAmbiguity Outperforms Deception
Strategic ManeuverEngage with the Expected, Win with the Surprise
Decision FrameworkBe the Customer Literally
Mental ModelReorientation Speed Beats Execution Speed
Identity & CultureGardens Not Machines
Operating PrincipleDirections Beat Goals
Competitive AdvantageGroup Feeling as the Ruling Factor
Strategic ManeuverReconnaissance Pull Over Central Planning
Strategic ManeuverDelight Is the Ch'i of Business
Implementation TacticFingerspitzengefühl Through Decades, Not Seminars
Mental ModelIf You Can Be Modeled, You Have No Strategy
Strategic PatternToyota as Maneuver Warfare in Manufacturing
Mental ModelFog Grows Inside the Slower Organization
Implementation TacticPromote the Doers, Remove the Resisters — One Night
Competitive AdvantageSnowmobile Building as Innovation
Operating PrincipleOrientation as the Schwerpunkt
Implementation TacticThe Mission Contract Replaces Over-Control
Identity & CultureHayek as Corporate Operating System
Cornerstone MoveCorporate Veil as Acquisition Engine
Signature MoveTwo-Day Free-Market Catechism for Every Hire
Strategic PatternRapid Prototyping Then Adjacent Conquest
Signature MoveEvery Employee an Entrepreneur on Watch
Risk DoctrineReshape the Judiciary Before the Verdict
Capital StrategyDistressed-Asset Patience with Two Shareholders
Cornerstone MoveCrude Oil Refiner to Derivatives Trading Floor
Signature MoveInvisibility by Design — The Forgettable Name
Signature MoveProfit Goals Not Budgets
Competitive AdvantageInformation Asymmetry as Core Profit Engine
Cornerstone MoveOilfield Gaugers as M&A Scouts
Primary Evidence
"Deming’s distinction between common and special causes. If it’s only a few who have a problem with over-control, senior managers should work with them individually. If it’s more widespread—much above 10%—then you have a systemic problem that you can only solve by changes to the organizational climate."
Source:Certain to Win
"“Deming’s passion was for making better products, or, more accurately, for creating a system that could make better products,”"
Source:Kochland
"“Deming’s passion was for making better products, or, more accurately, for creating a system that could make better products,”"
Source:Kochland