Ed said companies should “create constancy of purpose.” By this, he meant an aim, direction, or purpose—a desired outcome. Eliyahu Goldratt named his book The Goal after this concept. Bestselling author Simon Sinek calls it the why. Most modern organizations have mission statements that pay lip service to this idea, but few truly have a purpose.

“Institute a vigorous program of education and self-improvement.”

This is what physicist Max Planck (the father of quantum mechanics), Einstein, and others observed: No matter how much you know, there is an infinite amount of chance and randomness in the universe.

This is what physicist Max Planck (the father of quantum mechanics), Einstein, and others observed: No matter how much you know, there is an infinite amount of chance and randomness in the universe.

Deming directed managers to build trust throughout the organization. Eliminate fear: the fear of not getting a bonus; the fear of making a mistake; the fear of not meeting annual MBOs, MBRs, and KPIs; and the fear of not measuring up to their peers.

Ed’s mission was to work himself out of a job.

It is not enough to do your best; you must know what to do, and then do your best. —Dr. W. Edwards Deming

Shannon Lietz, the person who coined DevSecOps. She says security needs to be designed into an organization’s systems—not something that gets bolted on after the fact. It must be a shared mindset between software developers, operations people, compliance professionals, and security scientists.

A strong component of Deming’s approach to management is called MBM, or management by means, the counter to management by objectives (MBO) and management by results. The key difference between MBMs and MBOs is Deming would ask by what means did you achieve your goal? If you don’t know how you achieved your objective, how do you know if you can do