Dear Tim
Thanks for the reproduction of the paragraph from Jim Collins book
For the last 30 years I have had a rather cruder version of something
very similar on my office wall which goes like this
Bw John
The Plan
In the beginning, there was a plan,
And then came the assumptions,
And the assumptions were without form,
And the plan without substance,
And the darkness was upon the face of the workers,
And they spoke among themselves saying,
"It is a crock of faecal material and it stinks."
And the workers went unto their Supervisors and said,
"It is a pile of dung, and we cannot live with the smell."
And the Supervisors went unto their Managers saying,
"It is a container of excrement, and it is very strong,
Such that none may abide by it."
And the Managers went unto their Directors saying,
"It is a vessel of fertilizer, and none may abide by its strength."
And the Directors spoke among themselves saying to one another,
"It contains that which aids plants growth, and it is very strong."
And the Directors went to the Vice Presidents saying unto them,
"It promotes growth, and it is very powerful."
And the Vice Presidents went to the President, saying unto him,
"This new plan will actively promote the growth and vigor
Of the company With very powerful effects."
And the President looked upon the Plan
And saw that it was good,
And the Plan became Policy.
And this, my friend, is how **** happens.
-----Original Message-----
From: Clinical biochemistry discussion list
[mailto:[log in to unmask]] On Behalf Of Reynolds Tim
Sent: 10 March 2010 13:31
To: [log in to unmask]
Subject: Re: Management
The Jim Collins book gives the stages of decline as:
STAGE 1: HUBRIS BORN OF SUCCESS
STAGE 2: UNDISCIPLINED PURSUIT OF MORE
STAGE 3: DENIAL OF RISK AND PERIL
STAGE 4: GRASPING FOR SALVATION
STAGE 5: CAPITULATION TO IRRELEVANCE OR DEATH
There is another very interesting passage in the book that says that in
Teams on the way down:
1) People shield those in power from unpleasant facts, fearful of
penalties and criticism for shining light on the rough realities
2) People assert strong opinions without providing data, evidence, or a
solid argument
3) The team leader has a very low questions-to-statements ratio,
avoiding critical input and/or allowing sloppy reasoning and unsupported
opinions
4) Team members acquiesce to a decision but don't unify to make the
decision successful or worse, undermine it after the fact
5) Team members seek as much credit as possible for themselves, yet do
not enjoy the confidence and admiration of their peers
6) Team members argue to look smart or to further their own interests
rather than argue to find the best answers to support the overall cause
7) The team conducts "autopsies with blame," seeking culprits rather
than wisdom
8) Team members often fail to deliver exceptional results and blame
other people or outside factors for setbacks, mistakes, and failures
I don't know whether Packard's law appies to Toyota but it certainly
appears to apply to Gordon Brown's impact on the UK and the way they are
managing the health service in general [and possibly even pathology in
particular].
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Prof. Tim Reynolds
Consultant Chemical Pathologist
Burton Hospitals NHS Foundation Trust
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-----Original Message-----
From: Clinical biochemistry discussion list
[mailto:[log in to unmask]] On Behalf Of Ian Barlow
Sent: 10 March 2010 13:06
To: [log in to unmask]
Subject: Re: Management
David,
Please forgive me but I thought Packard's law stated that:
"If a company that has embedded lean culture subsequently goes belly up;
it is Packard's fault"?
I have not read the book you allude to but presumably stage 4 is very
bad and stage 5 is terminal?
That is rather surprising given that Toyota are about to post pretty
decent profits (considering the global downturn).
Toyota posts $1.7B profit, raises annual forecast
Christine Tierney / The Detroit News
Toyota Motor Corp. raised its earnings outlook today, forecasting a
full-year profit in spite of the estimated $2 billion cost of two
high-profile recalls.
Toyota upgraded its forecast for the fiscal year ending on March 31,
2010, after reporting a higher than expected $1.7 billion profit for the
October-December quarter, compared with a loss of $1.7 billion a year
earlier.
For the full year, it now expects to earn about $890 million. While
that's a fraction of the Japanese automaker's peak annual profits of $15
billion, it marks a faster-than-expected recovery for the automaker from
a devastating industry downturn.
From The Detroit News:
http://detnews.com/article/20100204/AUTO01/2040440/Toyota-posts-$1.7B-pr
ofit--raises-annual-forecast#ixzz0hmJHZoZ8
Best wishes
Ian
-----Original Message-----
From: Clinical biochemistry discussion list
[mailto:[log in to unmask]] On Behalf Of David Ricketts
Sent: 10 March 2010 12:37
To: [log in to unmask]
Subject: Re: Management
Packard's law is ensuring any expansion should not be made without the
ability to train to meet that expansion. An excellent book on the
subject is by J Collins called 'how the mighty fall' which describes the
five stages of decline a major corporation can go through if it expands
too rapidly, Toyota is in stage 4.
Regards,
David
-----Original Message-----
From: Royle Chris [mailto:[log in to unmask]]
Sent: 10 March 2010 12:33
To: David Ricketts; [log in to unmask]
Subject: RE: Management
OK David. Put us (or me at least) out of our misery.
What is Packard's law?
Chris Royle
NPT Project Manager
Royal Brompton and Harefield NHS Trust
Royal Brompton Hospital
Sydney Street
LONDON
SW3 6NP
e mail [log in to unmask]
tel 020 7351 8413 (direct line)
-----Original Message-----
From: Clinical biochemistry discussion list
[mailto:[log in to unmask]] On Behalf Of David Ricketts
Sent: 10 March 2010 12:31
To: [log in to unmask]
Subject: Re: Management
Toyota broke Packard's law and as such have suffered, there is nothing
wrong with Lean and in fact used properly it works well.
-----Original Message-----
From: Clinical biochemistry discussion list
[mailto:[log in to unmask]] On Behalf Of Michael Addison
Sent: 10 March 2010 11:08
To: [log in to unmask]
Subject: Management
Throughout my professional life I always had a healthy cynicism for
"management" (emphasised inverted commas - imagine the gesture). Today
a belated flash of justification, lean management = Toyota. Enough said?
Mike Addison
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