A Dream is Growing

What dream will become reality in this brick and mortar environment with a history of almost 110 years - two wars, two economic systems, 5 years of emptiness, and an unspoken future?

What is the building the shadow of the pole is pointing calling (perhaps even screaming) at you to do?

Do You Remember your Lego Dreams?

A visionary BBC documentation (part 1 of 3) from two years back.

Dresden hosts lots of the necessary technology that make
that possible. There is a vision to combine these various
activities, players, and fields in one HUB.

Dresden has been an innovation spurring place for centuries
as the recent exhibition at Staatliche Kunstsammlungen Dresden
shows.

Why not also for the next 450 years, RayKurzweil has made the
start this summer?

Offene Worte - und große Dankbarkeit :-)

via Mail an einem Septembertag 2007 (lange bevor die Idee des LockSchuppen geboren war) und doch zeitlos:

"Hallo Ralf,

ich komme einfach nicht dazu, etwas jetzt schön zu formulieren, aber damit du überhaupt eine Rückmeldung bekommst, hier auf die schnelle meine Sicht der Dinge zu deinen Stärken.

• Du kannst dich auf Leute einstellen und versuchst, ihre Sicht der Dinge zu verstehen (allerdings nur dann, wenn dich diese Person auch ernst nimmt, hast du das Gefühl nicht, verliert sich deine Mühe schnell (aber das ist sicherlich auch ein Stück weit bei jedem Menschen so ;o)).
• Du bist schnell begeisterungsfähig und bei einem neu erkannten Thema wenig bremsbar…
• Du bist wie ein Forscher auf der Suche nach dem eigentlichen Problem, keine Spur bleibt bei dir unentdeckt.
• Du rennst auch gegen hohe Mauern an und gibst nicht so schnell auf, auch wenn es unbequem wird.
• Du versuchst immer wieder und machst es auch täglich, Menschen mit den gleichen „Problemen“, Sachverhalten oder Ideen zusammenzubringen, um Synergieeffekte zu erzielen.
• Du bist meistens gut gelaunt.

…und mein Kopf ist jetzt gerade auf einmal leer. Wenn mir noch etwas einfällt, melde ich mich noch mal oder wenn du für den ein oder anderen Punkt ggf. noch ein Beispiel hilfreich wäre, melde dich einfach noch mal bei mir. Ggf. schaffen wir es ja mal zu einem Kaffee."

DANKE :-)

Stewardship or Lean? Kind of Keen!

taken from GoogleBooks

Control or letting go? That is the question, which is often in managers's minds.

What have you contributed to make the team a striving force for the company that is paying to everybody in the end?

I have stumbled across PeterBlock's book while searching for something totally (are not quite ;)) different. Is serendipity just everywhere, or is that just my feeling? Oh, I know that are now too many questions again, so I will stop for now and let you go
••• • • •  •  •  •   •   •   •   •    •    •     •

Blank canvas - DETROIT as a role model for the future

Detroit (a project by Jonny Knoxville in cooperation with Palladium Boots) a decaying giant of the past economic era. At least so it seems. Look a bit deeper - just dare.

http://www.urbanophile.com/

Not quite so :-) Everywhere where something is dying there is also lots to grow new. Leave an orchard or field alone (for years) - you will be surprised what unimaginable good will emerge.


The messy and unregulated is often best ground to let the new ideas, actions to get out in the open.

What do you see in your "FUTURE EYE"?

Time is Money! - Heading towards the right race?

by wouterduijndam

It's all about the right speed for the appropriate context - often going slow in the pre-race results in winning the race!

Haven't you heard "time is money!" by your boss or the executive board meeting, when there had been a proposal to improve operations or certain business processes?

Often from the manager's perspective this is meant in the sense, of not "wasting" money through conversations or dialogue dealing with the problem at hand.

How have you learned best in the past to deal with obstacles or constraints in your life? Certainly mostly without time pressure. We took the paths of learning that fitted our personal experience and accumulated knowledge. To do that we needed TIME. 

Where and in which context could a manager allow himself to let the use of a bit of extra time (within the set time frame available) to find better solutions for pressing problems today?

Best area will be a process within the organization that is most troubling but rather not having relevant direct impact on the organization's outcome. Do the small experiment with an outreaching impact on the wealth of the organization.

Let an outsider, or by-stander have a deeper look at your business (at best a customer will be also involved) to advice you. Done in a lean thinking way, doing an insightful deep 2-hours conversation could already be really helpful to open up opportunity alleys of the future.

What do you think, would that be worth for your organization?

Riding the Innovation Wave

In a world where information is freely floating from East to West, back and then South, only to build up a cobweb of personal connections.

Haven't you gone through an overwhelming information wave that felt like you were going right through a big crashing wave on the beaches of Hawaii or the Italian Adria in a storm? Of course one get dizzy, when one tries to swim through the wave with normal breast stroke.  A few meters and you probably would struggle and stop.

This overboarding sea of information, especially fueled by social networks like Facebook, XING, LinkedIn and alike seems like crashing on us where we used to swim in calm waters of life and business.

http://bit.ly/cJOoGT

JohnHagel and JohnSeelyBrown (both to be found on Facebook as well) tell the story of the surfers on Hawaii in their new book "The Power of PULL - How Small Moves, Smartly Made, Can Set Big Things in Motion".  Crazy guys on the waves and yet being pulled by their passion to learn more to cope the "perfect wave".

What seems like a brain-overloading for some, is enjoyable fun for others. Quite different as the surfers on the surfs of Hawaii, the "web surfers" however are among the others in a sea that is called "Internet".

So let's not blame them to be different or crazy, even though we maybe don't understand what they are up to. Perhaps they are inventing just the new social innovation for the good of society, corporations or their community.

Let's them explore the waves we don't dare to ride - let their passion drive you as well.

The Wise and the Heretic

Ralf Lippold
September 8, 2008

Dear Otto,

Quite a similar special moment happened to me when I met Jay W. Forrester last summer at MIT (while I was attending a workshop on system dynamics). During a coffee break I had a chance to chat with him for a few minutes and asked him, how to get forward with system dynamics in the work field if nobody is really taking it serious. His answer was, “If they don’t listen yet, don’t worry. Work it out yourself and you will learn a lot! By the way, I am still learning.”

Having said that -at the age of almost 90 years of age- I felt quite the same as you did and thought, “Wow, I got some of his time and thoughts even as a total newcomer to the field! That can’t be really true, or?”. Despite his age his eyes had still the spark of fire that someone with a vision has -regardless of circumstances or age.

This episode has inspired me to take the step forward and move on on the road to the future I see, not an easy path as “The road to success is under constant construction” (chinese proverb).

As my ancestors come from Eastern Germany (even though nobody of the family really knows from where exactly) I have the strong feeling that there is the place for me to be (despite the economic low level that it still has). In many talks to people I always sense that the pride of not taken the easy route (going to more prosperous areas) and the spark of doing it a different -if there would be a joice (for them). Actually there is another event in a region where there almost no major economics prosperity and just larger plants. Shutting down a plant with around 600 workers depend on it (directly in the plant and indirectly at several service providers mainly doing business with the plant). In a small town with merely 16.000 inhabitants that will have a big impact (not in the best case, I guess;-().

How to make the change happen before all the mobile workers have moved away for better work?

I wonder, whether there would be a change possible? I have heard that the situation is not so uncommon especially in areas where economic growth depends just on a single resource (such as a mine) or product (washing liquid – as in the mentioned example).

Best regards

Ralf

... follow the whole story and the initial spark for my above comment.

Surprise of the Unexpected

http://bit.ly/dnIPI7

"Tales of the Unexpected" by RoaldDahl has been the inspiration to the following. Reading "The Power of PULL" for the last couple of days, it makes me go back in time to some emotions connected with my past work experience. Back in 1998 I started my first job. I was so to say invited to join an international team to build -which was back then the first privately operated and publicly financed- rail-road-intermodal terminal, KTL Kombiterminal Ludwigshafen. I had to do a lot with IT, was the guy in charge to make the operation system for handling the trains get ready and in place.

After we had the terminal in operation a new challenge was awaiting: getting a almost slowed to a standstill tracking & tracing program, CESAR, to make it from the funding stage into the customer paid stage. Early in the beginning the data was not always as 100% sober and so customers complained.

Seeing the potential of that program (also in monitoring the data flowing between the operators and different customers) I just couldn't give up. I found a handful of dedicated supporters in some customer service departments of forwarding agents with whom to check data and find correct ways. Every error that occurred in the system worked as a small prototype to improve. Either it was the program itself that produced the error or some new procedures that had not yet "mirrored" into the program lines.

We hadn't much to loose: not getting the program forward to broad use by customer was not an option! Every small improvement (KAIZEN) was leading us to the goal to providing outstanding customer service with online real-time information service on container movements across the train networks of Europe.

So errors were "allowed" in order to make the program a success!

Almost 10 years into the program now 460 customers are using frequently the service, 55.000 daily requests in 2009 (which represents a 30% increase compared to the year before).

Thinking back to the early times in 2001 (I only had run the quality management for CESAR and "bring it into the world" for six months (!)) I remember the key success factors very well:

• acting on the periphery of the day-to-day operation
• having on single goal in mind (get the program running on its own)
• internationally diverse project team
• direct personal contact with the programmers
• open-minded customers willing to get on the service first and commit to it with own ideas
• (last but least) no interfering higher management, meaning no fixed plan and so enabling the serendipity that was necessary to find new ways through interactions with other people on the periphery and outside the system

When has the serendipity in your work field occurred? What has driven it?

Language - the bottom line to understand each other

Hello everybody,

Today while having a meeting at IBM, a colleague asked me about a cup of coffee. I said, "Sure! Please with lots of milks". Two minutes later he has come back with a cup filled up to the edge and a pot of milk. In my mind I thought, "Shoot, that was a mixup of two different mental models that were outspoken and understood despite the same words crossed the air".

So even though you name the same thing or process others not necessarily see or understand exactly the same.

The same is true the other way round. I got "The Power of PULL" just two days ago, reading heavily into it.  It doesn't really talk about Lean Thinking, and yet I feel it in every single line while reading it.

Wouldn't be the ultimate Lean Thinking approach to connect all the approaches that are in practice that focus on similar (or same) principles of Lean Thinking? In general it's about people, knowledge sharing and growing, transparency in order to improve the whole (a holistic view).

What comes to your mind?