Re: What Charts Does A CEO Need

["Jerry Mairani" <quality1@inreach.com>]

Over the past several weeks I have read with interests this thread as "WE"
try and decide what charts a CEO needs.  I would like to pose the question
of why "WE" are trying to decide this as I would submit it is "THEM" along
with other Senior Executives that must decide.  It is "OUR" job to discover
how to help "THEM" understand SoPK, how to understand "THEIR" customers,
stakeholders, employees, and performance, and how to establish an AIM for
"THEIR" system.

You may have sensed some passion from "ME" regarding this thread.  If so you
are correct.  So much so that I have decided to forgo my consulting business
to dedicate my future time volunteering to answer the above question.  As
such, I will retire at the end of March and spend 100% of my time toward
this end.  I believe the above question is the true question before not just
the DEN but also all of us that have adopted the quality philosophy as not
only a good business model but for many of us a way of life.  For myself, I
have found two major barriers to this endeavor.  As a consultant there is
often a feeling from folks that you are trying to sell them something.  In a
way they are right.  However, at times this gets in the way of the
discussion that needs to take place.  The second is just time.  Consulting
takes lots of it to do it right.  Anyone out here thinking of being a
consultant - we should talk.

Enough of this "ME" stuff.  I am truly posing the above question.  All
systems are unique.  Even if the AIMs are identical, the SoPK element of
sociology will have them function differently.  As such, the required data
will be unique.  How do "WE" with this understanding, engage "THEM" in the
conversation?

A PROVEN HYPTHESIS - Almost:  Over the years I have seen from time to time
unbelievable transformations in individuals and then organizations; first,
in the Senior Executives as they engaged in learning about themselves and
their system, and then in their organizations as they began making different
decisions.  I believe this to be causal, although I have been unable to come
up with a research design to substantiate the claim (one of my goals).  A
major part of this transformation has been "management by fact."  This makes
this an important question.  "How do "WE" engage them?"

Submitted Humbly

Jerry Mairani
Quality1@inreach.com
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