Pareto LO30811

Date: 11/25/03

Replying to LO30797 --


I really liked your list. I also appreciate your insights based on
the homework you have done and the practical experience that usually
shines through your comments. Ok enough of the sweet stuff.

I am curious about your point 11a

>11a. Leverage... In a few places, a small effort can produce a large
>benefit. This is leverage. The alternatives are brute force
>(attacking everything) or Pareto (making a list of concerns and
>addressing these in priority order.) In my theory, leverage is
>essential in the modern world: we cannot be effective enough by brute
>force or by Pareto.

We recently formed a strategic relationship with Motorola University.
We spend about half of our time working under their umbrella. From my
perspective they have the best business performance improvement
methodology at this point in time. One of the things I believe gets
done well is to find the high leverage areas for change. As all
improvement is not necessarily worthwhile pursuing, even if we are
making "something" better. It would seem to me that Pareto is one way
to ID those leverage areas. But you are suggesting something else to
do it. Could you explain more?


Happy Thanksgiving to all in the US and to the rest of the world, my
thanks for sharing your ideas on this list.

Best wishes,
Michael Bremer
The Cumberland Group


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