Speed, multitasking, or good work. Pick two?


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Speed, multitasking, or good work. Pick two? | I AM TECHNOLOGY blog by Trey Warme, San Diego
Speed, multitasking, or good work. Pick two? | I AM TECHNOLOGY blog by Trey Warme, San Diego - Quality_pie_RED



Common business theory recognizes you can only be the best at two:

Price, quality, or service. Pick two.

James Tamplin, CEO and cofounder of Firebase, an API to store and sync data instantly, tweeted a popular tweet last month with a humorous spin on this theory, which has been favorited close to a thousand times and retweeted over a eleven-hundred times, that could perhaps also be considered a candid look at current business expectations:

You can go to meetings, be on top of email, or do work. Pick two.

Successful professionals today are quick, organized, prioritized, multi-faceted in their talents, able to effectively multitask, turn the focus of their efforts on a dime to reprioritize when and as often as situation dictates, to do whatever needs to be done to accomplish success even if that means “doing more with less.” All of this while being the best at what they do by applying critical thinking to their decisions that provide advancement to the direction of the organization in their area(s) of expertise and detailed process knowledge.

Speed, multitasking, or good work. Pick two.

But wait, can you have all three: blazing high-speed, high-count juggle multitasking, and valuable work output that you can trust as error free? Or do you have to pick two?

Could organizations realize markedly better decision-making, predictive analysis and trustworthy work output with less expectations placed on professionals for speed and multitasking, and instead, a higher value emphasized on taking the time to apply critical thought to decisions and the impact of those choices to the advancement of the greater direction of the organization?

If the answer is there is simply not time for employees to slow down to apply more thought to their actions, then questions for an organization to ask maybe, “Is the current process overburdened? Could more value be realized from devoting more resources to this process?” In Lean terminology, an overburdened process is a state of waste known by a Japanese term, Muri.

There are tools and methods to quantify the ROI of eliminating Muri and to realize the benefits from a higher quality of work produced through hiring additional employee(s) to allow current employees to feel like they have enough time to think about their actions, instead of feeling the need to perform duties as quickly as possible to meet expectations, an unavoidably exhaustive output rate guaranteed to contain errors, as well as likely to be rarely reviewed and questioned by the operator during the process for performance improvement opportunities.

Lean methodology recognizes that a cost issue can create a quality issue. Likewise, in hopes of saving a few bucks by not adding resources to not create a cost issue, and possibly overburdening current resources, that will likely create a quality issue down the road, where you will also likely have to eventually deal with the cost issue you had hoped not to create with the addition of resources when originally needed.

Problems left unanswered can increase in magnitude, necessary resolution cost and effort: pay now or (PAY)2 later = pnP2

What do you think is more important, speed, multitasking, or to do good work?

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