Bob Stahl Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March...

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob Stahl 508-226-0477 www.RAStahlCompany.com www.tfwallace.com S&OP S&OP - Myths, - Myths, Misunderstandings & Misunderstandings & Misinformation Misinformation TOPGRADING SOLUTIONS MRI NETWORK

Transcript of Bob Stahl Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March...

Page 1: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

Hilton Garden InnWaltham, Mass.March 23, 2011

Hilton Garden InnWaltham, Mass.March 23, 2011

Bob Stahl 508-226-0477

www.RAStahlCompany.comwww.tfwallace.com

Bob Stahl 508-226-0477

www.RAStahlCompany.comwww.tfwallace.com

S&OPS&OP - Myths, - Myths, Misunderstandings & Misunderstandings &

MisinformationMisinformation

TOPGRADING SOLUTIONSMRI NETWORK

Page 2: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com2

With apologies to With apologies to Charles Dickens . . .Charles Dickens . . .

With apologies to With apologies to Charles Dickens . . .Charles Dickens . . .

Worst of Times . . . These are perhaps the worst economic conditions in a generation or two . . . and it may get worse before it gets better. (What’s 9%??)

Best of Times . . . For those who choose to use them, we have terrific tools in our hands today to deal with the massive uncertainty!

Myths, Misunderstandings and MisinformationMyths, Misunderstandings and Misinformation Sources: Congressional Budget Office; Department of Labor, Bureau of Labor Statistics; Department of Commerce, Bureau of Economic Analysis.

Page 3: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

Gravitational Force Needed . . .Gravitational Force Needed . . .Gravitational Force Needed . . .Gravitational Force Needed . . .

Customers

Employees(Suppliers, Community, Country, Planet)

Owners

ExecutiveS&OP

ExecutiveS&OP

Desired Force = CentripetalNatural Force = Centrifugal

Page 4: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

Muting Trade-Offs . . . Muting Trade-Offs . . . Muting Trade-Offs . . . Muting Trade-Offs . . .

• When a company is trading off one constituency against another, it’s on a slippery slope

• Being able to serve all constituencies has a lot to do with timing:1. In the short term, the customer is king2. Proper prior planning is necessary to serve

all constituencies well (Doesn't’t happen by accident)

3. Executive S&OP is the tool to set conditions for success with regard to Supply Chain performance

Page 5: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com7

S&OP Morphing TerminologyS&OP Morphing Terminology(causing confusion)(causing confusion)

S&OP Morphing TerminologyS&OP Morphing Terminology(causing confusion)(causing confusion)

• At first -- S&OP meant an executive led process for balancing demand & supply at the volume level

• Then -- S&OP meant any process that dealt with balancing demand & supply at both the volume & mix levels, blurring the distinction

• Today -- S&OP is no longer exclusively a term that describes any specific process, but rather a set of words that mean anything you want it to mean

Page 6: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com8

Volume

Mix

•How Much?•Rates•The Big Picture•Families•Strategy/Policy/Risk•Monthly / 18 - 36 Mos•Executive Resp.

•Which Ones?•Timing/Sequence•The Details•Products/SKU’s/Orders•Tactics/Execution•Weekly/Daily 1-3 Mos•Middle Mgt. Resp.

Demand Supply

Balance

Very different, separate, & distinct

practicesbut integrated!

Very different, separate, & distinct

practicesbut integrated!

The Four Fundamentals

ProActive Behavior

ReActive Behavior

Page 7: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com9

Sales & Operations Planning

Demand Supply

Volume

Mix

Executive S&OPExecutive S&OP

DemandPlanning

SupplyPlanning

Master SchedulingDemand Pull

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com10

Myth #1:Myth #1:““S&OPS&OP’’s a supply chain things a supply chain thing””

Myth #1:Myth #1:““S&OPS&OP’’s a supply chain things a supply chain thing””

Reality: Executive S&OP is a Supply Chain thing. and a Sales & Marketing thingand a Finance thingand a Manufacturing thingand a Procurement thingand an Outsourcing thingand a New Product thingand a General Management thing

Sept 2007 -- HBR -- “Are You the Weakest Link in Your Company’s Supply Chain?”

It is a company-wide, collaborative decision-making process, reaching up to

the top levels in the business.

Page 9: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com11

Process Driven Process Driven versusversus Personality Driven Personality Driven

Process Driven Process Driven versusversus Personality Driven Personality Driven

Sales &Marketing

Sales &Marketing OperationsOperations Product

Design

ProductDesign FinanceFinance

Logistics&

Warehouse

Logistics&

Warehouse

President/General Manager

Executive S&OP

Managing the White Space

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com12

SoftSoft BenefitsBenefits“The Predicator”“The Predicator”

SoftSoft BenefitsBenefits“The Predicator”“The Predicator”

• Enhanced Teamwork• Improved Communications - Defined & Disciplined• Better Decisions with Less Effort and Time• Better $$$ Plans with Less Effort and Time• Tighter Linkage with Strategy• Greater Accountability• Greater Control • Update to the Annual Business Plan• Window into the Future• Master of own destiny

Top Management’s Handle on the Business

Align Human Energy and the Power is

Boundless

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com13

Myth #2: Myth #2: ““S&OPS&OP’’s all about s all about balancing demand and supplybalancing demand and supply””

Myth #2: Myth #2: ““S&OPS&OP’’s all about s all about balancing demand and supplybalancing demand and supply””

Reality: S&OP does help to balance demand and supply

and integrates financial and operational planning

and links strategic planning to ongoing operations

and shortens the annual planning process

and enhances risk management

and can impact strategic plans

Page 12: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com14

““Strategic Planning . . . Strategic Planning . . . forward in reverseforward in reverse””

““Strategic Planning . . . Strategic Planning . . . forward in reverseforward in reverse””

Rob

ert

Hay

esH

BR

-Nov

/Dec

198

5St

rate

gic

Pla

nni

ng -

for

war

d in

rev

erse

Exec

utiv

e S&

OP

Strategy

Tactics

Execution

ExecutiveS&OP

Ann

ual B

usin

ess

Plan

Master Schedule

DoingTheRightThings

DoingTheThingsRight

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com15

Myth #3: Myth #3: ““S&OP takes too much of S&OP takes too much of Top ManagementTop Management’’s times time””

Myth #3: Myth #3: ““S&OP takes too much of S&OP takes too much of Top ManagementTop Management’’s times time””

Reality:

Monthly Time Requirement

for the Leader of the Business ~ 1.5

* Executive staff time could be more than this.

hours*

Page 14: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

The Executive S&OP ProcessThe Executive S&OP ProcessThe Executive S&OP ProcessThe Executive S&OP Process

Step #1Month End

Data

End of Month

Decisions &Game Plan

Step #5ExecutiveMeeting

Conflict Resolution, Recommendations &

Agenda for Exec. Mtg.

Sales Actuals, Statistical

Forecasts &Production Actuals

Step #2DemandPlanning

Step #4Pre-S&OPMeeting

Capacity constraints2nd-pass spreadsheets

Management Forecast1st-pass spreadsheets

Step #3Supply

Planning

HeavyLifting

Financia

l Involvement

Financia

l Involvement

New Product

Involvement

New Product

Involvement

Creates a Disciplined

Rhythm

Creates a Disciplined

Rhythm

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com17

Myth #3A: Myth #3A: ““S&OP is too much detail S&OP is too much detail for Top Management to be involvedfor Top Management to be involved”” Myth #3A: Myth #3A: ““S&OP is too much detail S&OP is too much detail for Top Management to be involvedfor Top Management to be involved””

Reality:

That’s a misunderstanding of what Executive S&OP should be.

If you’re trying to set policy & strategywhile living in the “suicide quadrant,” you’ll not succeed.“

Page 16: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

Planning PerspectivePlanning PerspectivePlanning PerspectivePlanning Perspective

PTF

Horizon

De

tail

ISuicide

Quadrant

IIAggregate

OnlyQuadrant

ExecutiveS&OP

IIIBuilding toCustomerDemand

FullGranularDetail

FullGranularDetail

Page 17: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com19

Problems PerspectiveProblems PerspectiveProblems PerspectiveProblems Perspective

Mix ProblemsScream for AttentionVolume Problems

Barely Whisper

Creates the illusion that all problems are MIX problems -- therefore need a forecast for full granular detail for full horizon.

Page 18: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com20

Myth #4: Myth #4: ““WeWe’’ll Never Get S&OP to Work; ll Never Get S&OP to Work; We DonWe Don’’t Have Enough Teamworkt Have Enough Teamwork””

Myth #4: Myth #4: ““WeWe’’ll Never Get S&OP to Work; ll Never Get S&OP to Work; We DonWe Don’’t Have Enough Teamworkt Have Enough Teamwork””

Reality:

Teamwork is not a Prerequisite.It’s a Result!

Page 19: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com21

Soft BenefitsSoft BenefitsSoft BenefitsSoft Benefits

• Enhanced Teamwork• Improved Communications - Institutionalized • Better Decisions with Less Effort and Time• Better $$$ Plans with Less Effort and Time• Tighter Linkage with Strategy• Greater Accountability• Greater Control • Window into the Future

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Bob Stahl www.tfwallace.com www.RAStahlCompany.com22

Myth #4: Myth #4: ContinuedContinuedMyth #4: Myth #4: ContinuedContinued

Q. What if you’ve implemented Executive S&OP but teamwork hasn’t improved?

A. You flat didn’t do it right

Gaining teamwork must be one of the objectives of implementing Executive S&OP from the get-go.

Harbinger = Teamwork starts in and within the Design Team.

Page 21: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com23

Myth #5: Myth #5: ““S&OP Is Too Rigid; Our Business S&OP Is Too Rigid; Our Business Changes Too Rapidly For S&OPChanges Too Rapidly For S&OP””

Myth #5: Myth #5: ““S&OP Is Too Rigid; Our Business S&OP Is Too Rigid; Our Business Changes Too Rapidly For S&OPChanges Too Rapidly For S&OP””

Reality:

Executive S&OP is all about change.

It’s a coordination tool

Page 22: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com24

Tools & TechniquesTools & TechniquesTools & TechniquesTools & Techniques

IncreaseReliability

EnhanceCoordination

Reduce Waste& Time

Six Sigma, Total Quality, Poka-Yoke, ISO+ others

Lean Mfg., Just-In-Time, Quick Changeover (SMED), Flow + others

Sales & Operations Planning, ERP, Kanban, VMI,+ others

XX

X

Page 23: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com25

Complexity, Change and Complexity, Change and CoordinationCoordination

Complexity, Change and Complexity, Change and CoordinationCoordination

Complexity and the Rate of Change

Need for E

ffective Coordination Processes

Executive S&OP is the Primary Coordination Process

Page 24: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com26

Coordination is all about:Coordination is all about:Alignment of Alignment of Human EnergyHuman Energy

Coordination is all about:Coordination is all about:Alignment of Alignment of Human EnergyHuman Energy

Accomplishment Accomplishment

Page 25: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com27

Myth # 6: Myth # 6: ““We CanWe Can’’t Use S&OP t Use S&OP Because WeBecause We’’re Totally Outsourcedre Totally Outsourced””

Myth # 6: Myth # 6: ““We CanWe Can’’t Use S&OP t Use S&OP Because WeBecause We’’re Totally Outsourcedre Totally Outsourced””

Reality:

Executive S&OP Doesn’t Care Who Owns The Factory.

. . . nor do Customers care who owns the resources of production! “Outsourcing” is a vital contributor!

Heavily Outsourced Companies May NeedExecutive S&OP More Than Others.

(i.e., Just Bats)

Page 26: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com28

Myth #7: Myth #7: ““Our Company Is Too Our Company Is Too Big (Too Small) for S&OPBig (Too Small) for S&OP””

Myth #7: Myth #7: ““Our Company Is Too Our Company Is Too Big (Too Small) for S&OPBig (Too Small) for S&OP””

Reality:

Executive S&OP operates . . . independently of company size

Procter & Gamble ~ $ 80 BillionMicrosoft ~ $ 60 BillionDow Chemical ~ $ 55 BillionHomac ~ $ 00.0040 BillionJust Bats ~ $ 00.0030 Billion

Page 27: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com29

Myth #8: Myth #8: ““Our Forecasts Are Not Our Forecasts Are Not Accurate Enough For S&OPAccurate Enough For S&OP””

Myth #8: Myth #8: ““Our Forecasts Are Not Our Forecasts Are Not Accurate Enough For S&OPAccurate Enough For S&OP””

Reality:

Executive S&OP Does Not Require “Accurate” Forecasts

But by working on the process, it often helps to improve the forecasts

Page 28: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com30

ForecastingForecastingForecastingForecasting

1. Reasoned

2. Reasonable

3. Credible

4. Transparent5. Reviewed Frequently

Forecasts that are:Current CustomersNew CustomersCompetitionEconomic OutlookMarket TrendsNew ProductsPricing StrategyPromotionsBid ActivityManagement DirectivesIntra-Company DemandHistory (Data)Other

Inputs -- Process -- Output

Page 29: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com31

Reconciliation Process(The “DAM” Meeting)

Reconciliation Process(The “DAM” Meeting)

ConsensusForecast

ConsensusForecast

Compare to Annual Business PlanApplying “Puts & Takes” (Actions)Compare to Annual Business PlanApplying “Puts & Takes” (Actions)

CompanyForecastCompanyForecast

Forecasting . . .Forecasting . . . A Three-Legged StoolA Three-Legged StoolForecasting . . .Forecasting . . . A Three-Legged StoolA Three-Legged Stool

Page 30: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com32

Myth #9: Myth #9: ““S&OP Is Simple; All You S&OP Is Simple; All You Need Is A Few SpreadsheetsNeed Is A Few Spreadsheets””

Myth #9: Myth #9: ““S&OP Is Simple; All You S&OP Is Simple; All You Need Is A Few SpreadsheetsNeed Is A Few Spreadsheets””

Reality:

The logic of Executive S&OP is SIMPLE

Implementing Executive S&OP Is All About Change Management

. . . And that is not simple!

Page 31: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com33

Research finding . . . Research finding . . . Lora Ceceri, Altimeter -- Boston, September 2010Lora Ceceri, Altimeter -- Boston, September 2010

Research finding . . . Research finding . . . Lora Ceceri, Altimeter -- Boston, September 2010Lora Ceceri, Altimeter -- Boston, September 2010

The effective use of S&OP

is:

•60% Change management

•30% Process improvement

•10% Technology

Page 32: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com34

Myth #10: Myth #10: ““We CanWe Can’’t Do S&OP. t Do S&OP. THEY Will Never ParticipateTHEY Will Never Participate””

Myth #10: Myth #10: ““We CanWe Can’’t Do S&OP. t Do S&OP. THEY Will Never ParticipateTHEY Will Never Participate””

Reality: Never Say Never

People Can and Do Change –But . . . It doesn’t happen by accident!

Page 33: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com35

Myth #10: Myth #10: Continued Continued Myth #10: Myth #10: Continued Continued

Who Are THEY? • Top Management?• Sales/Marketing• Manufacturing?• Finance?• New Product

Development?• Outsourcing? • All of the above?

Page 34: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com36

Myth #10: Myth #10: Continued Continued Myth #10: Myth #10: Continued Continued

• Why not? Are they bad people?• They don’t understand it.• They don’t understand it, because

they haven’t been taught.• It’s “counter-experiential.”

That’s why education and “buy-in” from the get-go is important!

It’s all about changing mind-sets!

Page 35: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com37

Executive S&OP is . . .Executive S&OP is . . .APICS Dictionary, 13th Edition, October 2010APICS Dictionary, 13th Edition, October 2010

Executive S&OP is . . .Executive S&OP is . . .APICS Dictionary, 13th Edition, October 2010APICS Dictionary, 13th Edition, October 2010

• The executive portion of the overall sales and operations planning set of processes.

• It is a decision-making activity involving the leader of the business (president, general manager, COO, managing director), his or her staff, and a number of middle managers and specialists.

• Its mission is to 1. balance demand and supply at the aggregate level, 2. align operational planning with financial planning, 3. link strategic planning with day-to-day sales and

operational activities. • It is a multi-step process involving demand planning,

supply planning, and middle and top management meetings for decision-making and authorization.

Page 36: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com38

With apologies to With apologies to Charles Dickens . . .Charles Dickens . . .

With apologies to With apologies to Charles Dickens . . .Charles Dickens . . .

Worst of Times . . . These are perhaps the worst economic conditions in a generation or two . . . and it may get worse.

Best of Times . . . For those who choose to use them, we have terrific tools in our hands today to deal with the massive uncertainty!

Myths, Misunderstandings and MisinformationMyths, Misunderstandings and Misinformation

Page 37: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com39

Done Properly . . . Done Properly . . . Done Properly . . . Done Properly . . .

Simpler(Not Easier)

Better(in 90 Days!!!)

Implementation approach fits these times:

Low Cost• No capital investment; no software; just time

Low Risk• Parallel Pilot Approach

Quick Results• 90-Days for Complete Pilot Demo

High Impact• Aligns Human Energy

Implementation approach fits these times:

Low Cost• No capital investment; no software; just time

Low Risk• Parallel Pilot Approach

Quick Results• 90-Days for Complete Pilot Demo

High Impact• Aligns Human Energy

Page 38: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com40

The Books . . . The Books . . .

Page 39: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

In the Making . . .In the Making . . .In the Making . . .In the Making . . .

Planned Publication:3rd Quarter 2011

Page 40: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com

Making ChangeMaking ChangeMaking ChangeMaking Change

“In human affairs, the willed future always prevails over the

logical future.”

“Change happens one step at a time, by thinking globally, but acting

locally.” Rene Dubos -1982A Celebration of LifeAn essay

The only time that the “logical future”

has a chance is if we deny its possibility.

Page 41: Bob Stahl   Hilton Garden Inn Waltham, Mass. March 23, 2011 Hilton Garden Inn Waltham, Mass. March 23, 2011 Bob.

Bob Stahl www.tfwallace.com www.RAStahlCompany.com43

Thanks for ListeningThanks for ListeningThanks for ListeningThanks for Listening

Bob Stahl508-226-0477

[email protected]

www.tfwallace.com