W. Edwards Deming

Strategic Concepts & Mechanics

Identity & CultureOut-Behave to Outperform

Operating PrincipleReflection Cycles Beat Relentless Execution

Implementation TacticBig Rocks Fill the Jar First

Decision FrameworkPulsing Captures Culture in Real Time

Structural VulnerabilityZombie OKRs Die Without Weekly Check-ins

Implementation TacticSubjective Self-Assessment Rescues Raw Scores

Implementation TacticThe OKR Shepherd Forces the Flock

Strategic ManeuverTwo Baskets: Committed vs. Moonshot

Mental ModelAll Green Means You Failed

Relationship LeverageSacred One-on-Ones as Culture Infrastructure

Implementation TacticSell Your Reds, Don't Hide Them

Capital StrategyInternal Turnover Beats External Attrition

Mental Model10x Reframes the Problem, 10% Optimizes It

Risk DoctrineManager-to-Leader Transition Blindspot

Strategic ManeuverDivorce Compensation from Goal Scores

Structural VulnerabilityStretch Snaps If Imposed from Above

Strategic ManeuverWatch Time Not Views: Pick the True Currency

Mental ModelLateral Linking Beats Cascading Down

Competitive AdvantageTransparency as Peer Accountability Engine

Mental ModelCFRs Are the Sinews, OKRs Are the Bones

Strategic PatternStretch OKRs Trigger Infrastructure Resets

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

Primary Evidence

"In God we trust; all others must bring data. —W. Edwards Deming"

Source:Measure What Matters

"W. Edwards Deming, which opened chapter II, to heart: “He who would run his business with visible figures alone will soon have neither business nor visible figures to work with.”"

Source:Certain to Win

"W. Edwards Deming, a quote from whom opened this chapter, recommended looking at the world in terms of “special” and “common” causes. If in your organization you have a small number of people making mistakes and performing poorly, it’s probably their fault. You should spend your time working with them, or transfer them to other jobs, or if neither of those options is feasible, remove them. If it’s much more than 10%, though, then it’s the system’s fault and you should put your effort into fixing the system and quit blaming or exhorting the people in it."

Source:Certain to Win

"He that would run his company on visible figures alone will soon have neither company nor visible figures to work with. W. Edwards Deming"

Source:Certain to Win

Appears In Volumes

Measure What Matters Certain to Win