Sublime

When time and resources are limited, resist efforts to correct and optimize designs beyond the critical 20 percent, as such efforts yield diminishing returns. Generally,

Load assumptions occur when designers scale a design by some factor, and assume that the working stresses on the design scale by that same factor. For example, initial designs of the Trident 2 missile, designed to be launched from submarines, underestimated the effects of water pressure and turbulence during launch. The anticipated estimates for

“as organizations get larger, there seems to be a tendency to use the heavyweight Type 1 decision-making process on most decisions, including many Type 2 decisions. The end result of this is slowness, unthoughtful risk aversion, failure to experiment sufficiently, and consequently diminished invention.”

For more on the large-batch death spiral, see The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen: http://bit.ly/pdflow

In his groundbreaking 1946 book The Concept of the Corporation, management pioneer Peter Drucker keenly observed, “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”

Inspecting a product once it’s built doesn’t improve its quality. Inspection merely discovers a lack of quality. Quality isn’t something to be added at the end but to be designed into the product from the get-go. Deming said quality isn’t so much about improving the product as it is about improving the process.

Governance teams need to navigate a paradox—ensuring adequate compliance to fiduciary, regulatory, and risk management needs while also moderating the burdensome overhead of traditional governance processes. When teams are asked to be flexible, adaptive, and agile, governance processes need to mirror those goals. This means changing the measurement