24 01 2019 Workshop #6

Look Closer... Take a closer Look... The back drop over which action takes place is the underlying layer. How deep would our perception go to find meaning, beyond the surface? Like a painting, is never finished until the Painter stops painting it. Then is a Painting. Performance Management System (PMS) deals with relevance and the level of strategic objectiveness of the KPi's. There are much more paintings never relevant enough to be exhibited in a museum, than those actually chosen, commissioned, acquired, and meaningful in the history of Art. (For instance: "Guernica"from Picasso). I argue "Design" of a KPi is like "Management" of a nice table lamp... maybe has a double meaning to be explored. Theatre also illuminates the need for Training, Repetition, Rehearsal, Fail and Fail and Fail again...until one becomes a master of pretending.. Like a high-performance athlete: then automatisms are created... then it looks like a natural movement... Book suggestion: Aruki Murakami: "What i talk about when i talk about running" How to deal with failure, frustration and adversity ? (may be interested in reading last lines of previous post) In "real-life" factors are not isolable. In "real-life" is arrogant to think how life is more real than others... How come one comes to think "my life is more real than yours"... like a view from someone who is still living with their parents...

23 01 2019 Workshop #5

Be a Leader Not A Follower (or whatever makes you happy..) Apparently moving without a meaning. Apparently chaotically moving about, informally. Very interesting "our" classification of "informal" when we are ignorant of the driving forces. Like "informal settlements" etc... Measuring is good as long one is measuring the correct variation. What to measure and at what point of the command change should "the meter" be implemented? One important - missing - evaluation in Spacial Design is the Post-Occupancy Evaluation. Measurements at level of: inputs, processes, outputs, outcomes... For instance OXAM (NGO) failed some years ago in establishing serious KPi in the Processual phase of operations, specifically in the behavioural, ethical, moral, of some of their members engaging in prostitution activities in countries devastated by catastrophe.. On the Contemporary PMS or KPi's one expects to clearly identify routes for change. Conventionally, addressing KPi's as Ratios, is not correct, for instance never EBITDA delivers guides for taking action... What you can NOT measure you are supposed to Manage correctly. Like "emotions" ... uncontrollable emotions such as frustration result in aggressive demonstrations... for instance: ... In a first group work during this MBA one of our colleagues proposed we should go out to the street, outside, "and have a conversation" ... ... from where I come from, one must be careful, this suggestion would be interpreted as a threat to my physical integrity ... and where I come from, If someone threats one needs to be sure to be ready to commit and to materialising any threat.

2019 01 18 Workshop #4

« C’est l’histoire d’un homme qui tombe d’un immeuble de 50 étages. A chaque étage il se répète : « Jusqu’ici tout va bien. » « Jusqu’ici tout va bien.» « Jusqu’ici tout va bien. »… mais l’important c’est pas la chute : c’est l’atterrissage. » La Haine (Mathieu Kassovitz,1995) ... On Levers of Control(Simons,1995) specially interesting the (+) "Positive" relation between the "Beliefs System" addressing Strategy as "Perspective" for obtaining a general commitment and "Interactive Control Systems" addressing Strategy as "Patterns of Action" for experimenting and learning. (+) As additive .. as seams that The Open, Honest conversation at a base control level promotes and informs the Upper Control Levels of the Shared Vision, Mission, Thinking. I am working on this relation... not without challenges.. so far so good.

2019 01 17 Workshop #3

""Prediction is very difficult, especially if it's about the future. "" Niels Bohr (Nobel Prize in Physics in 1922) It may be too late now. You are already at the operation table, sedated, and about to fade out... Consciousness will be with you for some more minutes... will this be a life-saving operation? .. will this be a transplant?... at this point is very hard to predict the end-result.. meanwhile...At some point in a previous lecture there was a Case-study addressing Dental Services. (My Bachelor Degree dating from 1996 was concluded on Dental Prothesis. ... Like companies have health issues, demand urgent interventions, removals and additions, quick decisions may actually save from disaster often Prothesis are necessary. Corporate costs at a Services may be measured /hour, /unit, /activity. A fine grain attempt to allocate and track to the extreme? Very interesting the investment companies do on Customers.. The cost of acquisition of ongoing customers are very high.. looking at a Potential Future.

2019 01 16 Workshop 2

The Largest Services Industry in the World : Tourism Some learning is possible from observing how Global Tourism, its methods and its impacts, are based on commissions, mediations, transfers, guided tours, contact-based and time-based links between. Consulting on Smart-Ports, Smart-Cities, Smart-Regions, Smart-Destinations Consulting is a Service based on time dedicated. A Knowledge-based activity where urban Mobility becomes a Service. Energy and Power become Services. What links could be established with the Cargo Shipping Port/ Maritime Industry for an Economy "On Demand"? On the inventory and costs associated: The potential impacts of combining Ai with 3D Printing via e-commerce. Eventually: Amazon selling a product that does not exist. Yet. Producing it on demand. Shipping directly from the Ai printer/ tailor.

2019 01 15 Workshop 1

Savielly Tartakower (Chess Grandmaster 1887–1956) "Tactics is what you do when there is something to do; strategy is what you do when there is nothing to do." Specially interesting the Future-oriented perspective in the creation of Value in the long-term. So long that allows all variables on the table? Presently debating the Master Planning for an industrial Critical infrastructure, looking at year 2068 as a time frame, suitable for Scenario Projection, forecasting, futurism and a combination of science with fiction. Taking as much as possible influence from Syd Mead, the visionary responsible for the scenarios of Blade Runner(Ridley Scott 1982), now important to translate into "Planning" the considerations: - introduction of innovative technologies - robotisation/ automation/ sensors - will most probably have influence on Direct costs that become fully traceable - tech innovation+ execution = disruption - fixed costs committed and locked in Question: What could be the best method for Scenario Projection on 50 decades time ?