Suddenly reality
summary
Rapid change initiatives fail because consultants deliver blueprints and audits that create checklists that prove compliance not quality, while day‑to‑day kinetic demands and a human type1/type2 cognitive split prevent teams from pausing to implement them. Quality is reframed as quality = what you produce / what clients expect. Agile works for team‑level delivery but breaks across organizational handoffs described in the value flow; measurements must reduce uncertainty, so use metrology, agnotology and complexity thinking rather than one‑size‑fits‑all frameworks.
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chapters (23)
- 0:00Intro
- 0:17Company Overview
- 1:03World Class Clients
- 1:34Evolution of Quality
- 2:27The Theories
- 3:14The Consultant
- 5:30The Framework
- 5:43What Went Wrong?
- 6:54What are People?
- 9:43Type 2 Processes Interrupt you
- 10:07Demonstration
- 11:49Change Everything
- 14:10Changing Directions
- 20:23Different Points of View
- 21:49The Issue with Frameworks
- 25:03Emotion versus reason
- 25:57Agile Weaknesses
- 26:40The Agile Process Value Flow
- 30:32Cause and Effect: the Scientific Method
- 31:09Four Stages of Improvement
- 33:04Metrology The study of measurement
- 34:53Complexity
- 36:00Contact Information
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