The philosophical basis for POET is the work of W.E.Deming.
But while Deming applied it to the Operations parts of Enterprises
(specifically manufacturing), we apply it to the Transformation Enterprise that
exists within every Enterprise. 99% of what Deming said about the Operation
part of an Enterprise (specifically about manufacturing) applies equally well
to the Transformation part of every Enterprise.
Here we reproduce the philosophy of Deming but have made
some adjustments shown in purple to phrase it in the context of Transformation
rather than Operations. It is interesting to note that the exact same problems
that Deming faced when trying to explain his thinking to the western world,
also exist when trying to explain Enterprise Transformation and the Ontologies
and Methodologies for improving it.
It should also be noted that it was The Toyota Motor Company
that first “got it”, and then subsequently used it to decimate the US
manufacturing industry. The same will be true of Enterprise Transformation.
Those that “get it” will have a serious business advantage over their
competitors. Those that do not will be decimated by those that do.
Who is the person in your
Enterprise who is Accountable for Transformation?
Who will make sure the end to
end domain of Transformation is operating in an effective and efficient manner?
What is their title?
Do they have a seat at the
If not, why not?