Small Business Consulting - PowerPoint Presentation

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Small Business Consulting

David M. Boje2017TEAM Two: Boje & Armando Martinez Cantu

25% ATTENDANCE, and actually participating in day-by-day class events, includes completing make-up written work for ANY missed class & missed CANVAS, & completing course evaluation (deduct this entire 25% if evaluation NOT completed).

Please Put NAME ALL CAPS (as you want to be called) on NAME PLATE

Use Magic Marker – Use big letters – thank youAdd TEAM NUMBER (when we get to that part of event today)

POWER

by

Temptations

DANCE

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STEP 1 of LESSON PLAN

Healthy Happy Terrific (new one for each class, 5 minutes), and then (15 Min) ice breaker from Boal book (Choose among the

200). Write the 2 Canvas Questions for class on slides or board (run them by Boje several days before): One question based on assigned course text, other question based on student's living story in their development of some facet of becoming sustainable in their own life.Answers due next class period and your team and instructor meet after class or office hours Frenger Food Court Monday noon to 2pm to do the grading of the answers.

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Step 1: Healthy Happy Terrific (new one for each class, 5 minutes)

#6 The magnet – Stay in front and main aisles; Participants

wander round the room for a few minutes, eyes closed, trying not to collide with one another. Best done with crossed arms, hands covering the elbows, and MOVE slowly, so no one gets hurt. Whenever anyone touches anyone else, they must both immediately back off (magnetic energy is negative) and say all three lines I FEEL HEALTHY, I FEEL HAPPY, I FEEL TERRIFIC . Move apart. Keep eyes shut, avoiding

touching others. MOVE SLOW.Joker announces to

actors: magnetic energy has become positive. When anyone touches anyone else, they stay stuck together for a few moments, and say all 3 lines: I FEEL HEALTHY, 2nd time I FEEL HAPPY, 3rd time I FEEL TERRIFIC. Actors must not stop moving around, their feet must keep walking, which sometimes means that in order to stay stuck together, they have to walk sideways, backwards, etc. Touch with the hands should be avoided – other parts of the body are preferable. If it feels OK, a person can remain stuck to someone else; otherwise they have the right to go off looking again.

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STEP 1: The Boal book Warm Up

Exercise for today: Game 26, Circle of Gesture, Name, & Word

First actor goes into the center of the circle and makes a rhythmic gesture while pronouncing their own first and last name along with a word which has the same first letter as last nam

e and which, according to actors, suits their personality.

Everyone in the circle reproduces her words and actions twice, then actors goes back into the circle and next actor to right comes in and does Step 1.When all have gone 1st

actor

goes back into the

center

of the

circle.

T

his

time

he or she

does nothing, and the whole group has to remember the

name (they can help each other),

the word and the rhythmical gesture.

When

the group has got it right, the actor joins in and then goes back to the

circle, and 2

nd

and 3

rd

etc. go in.

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SCHEDULE for this term

Team 1 - Styrofoam Frenger - Jan 31Team 2 - Boje with the MBAs - Feb 7Team 3 - Oil pipelines - Feb 14Team 4 - ??? let Boje know - Feb 21

Team 5 - Tiny Homes (Veterans Theater) - Feb 28Team 6 - ??? let Boje know topic - Mar 7NO CLASS WORK WITH CLIENT OUT OF CLASS & PREPARE MID-TERM REPORT - Mar 14MID TERM (have steps 1 to 11 done in Final Report) - Mar 21Mar 20-24 Spring BreakTeam 7 - ??? Let Boje know topic - Mar 28Team 8 - MDI Trio - Apr 4Team 9 - SEAM and NMSU Apr 11Apr 18, 25, and May 2 no class - WORK WITH YOUR CLIENT for 3 weeks and finalize report

Final is May 9 (each team bring food, to make this fun event

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Team 2: Canvas Questions

2a: Agile pp. 23-36 & SEAM Book chap 6 & MBA2’s presentation: What are examples of TFW Virus and 2 examples of HIDDEN COSTs for your team project client?

(course requirement is 5 hours time with client by midterm).2b: Apply TIME MANAGEMENT TOOL to your own life habits, school, work, and team project (bring to class with PILOTING LOGBOOK weekly Plan filled for project to date)? Bring typed answers to both questions with name, team #, class (448/548) to next week’s class.

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It is a system of

indicators, constructed and organized in a precise goal: accomplishing the missions and attaining the objectives of its owner. which provides an image of the company’s strategic and budgetary decisions;

What is a logbook ?

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What is an indicator

?

It is a warning signal, calling for decisive action when the alarm system goes off, that is, when a gap is recorded between measured reality and the objectives.

(Comparing

present against the past and the future).

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Indicators are calculated from a small amount of information that is particularly significant regarding the enterprise’s strategic objectives; an item of information that is particularly charge with meaning for its user.

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Objectives of strategic piloting logbook.

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STEP 2 of LESSON PLAN

Armando Martinez Cantu explains Hidden CostsExplain TFW VirusExplain time Management Tool

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INTRODUCTION

What is a hidden cost?It refers to those unseen costs which don’t merely show up on the company’s information system or financial budget.

It can also be defined as the cost that is hidden behind the basic price of a commodity or equipment.

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Why we should avoid hidden costs?

There are many reasons why to avoid hidden costs some are the following:Many businesses end up with failure due to incurring too much of hidden costs. ( assigned consulting project )

Avoiding hidden costs can stop companies lowering employees’ salaries and bonuses.It can also help business maintain consistent level of employment; in other words, it would decrease the lay off of employees at time of economic crisis.

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Things you should know about hidden costs

Hidden costs are collectively produced; no single individual, in particular, is responsible of a particular cost. Inversely, each individual actor is jointly liable with other individuals for the production of these hidden costs.

Hidden costs can be avoided through the team work, liberating time and developing decision-making energy, then applying those decisions and ensuring they are respected by all company actors.

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Hidden Costs Diagnostic Analysis

The analysis can include five socio-economic indicators

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Examples of hidden costs

https://www.youtube.com/watch?v=yboLgZPCAR8

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What is AGILE

What is TFW Virus pp. 23-36?SEAM-STORYTELLING by David M. Boje

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What is not AGILE Consulting? Deloitte?

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Deloitte at NMSU does business process reengineering

Reengineering as a return to the mechanistic ideas of Frederick Winslow Taylor (see article) (source).

It is shallow intellectual (non-scientific) justification for NMSU downsizing, getting rid of Full time tenured Research Faculty and staff, to bring in lesser paid adjuncts (see article).Reengineering became something that NMSU administrators were only too happy to impose on faculty & staff, but not on themselves

.Most frequent critique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the

organization (see source).

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Deloitte reengineering is DOWNSIZING NMSU

The Las Cruces campus will lose 126 positions — 89 that are vacant and 37 that are filled — and engineering surveying and the equestrian team are planned for elimination.Engineering surveying program, in the College of Engineering, may be eliminated, saving the university about $350,000 per year

.Employs given pay cut; Faculty have salary freezeNMSU cut $5.5 million from academic units, amounting to 5.4 percent of the academic budget. On the administrative side promise $3.8 million will be cutNMSU outsourced Employee Health Center (source)Management Department cannot admit any more Ph.D. students, has lost 6 positions in last 3 years). Mgt and Marketing full professors had workload increase.

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Boje, D. M.; Hillon,

Yue; Mele, Tara M. (2017). 21st Century University and the Failure of Business Process Reengineering

The wrong models of organizational development are being used to reorganize universities. We examine demands of 21st century universities and why Business Process Reengineering (BPR) won’t get us there. It has both unintended but predictable dysfunctions?

A socioeconomic approach that is decidedly against reengineering is proposed to be the path forward.

A socioeconomic approach builds human potential and launches revenue development projects self-financed by diagnosing and redressing hidden costs. Its repackaged Taylorism. Click here for pre-press PDF For more critiques of Reengineering

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First Principle of BUSINESS CONSULTING

"All organizations are perfectly designed to get the results they get. To get better results, you need

to improve the design of the organization”  from Arthur Wayne Jones, as cited in David P. Hanna (1988: 38; 2001: 19)

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Click here for the Deloitte Slides

See the Deloitte Consulting study that cost $618,000 on how to reengineer and reorganize NMSU

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What results does Reengineering, downsizing achieve? What are the dysfunctions?

Get into project teams and use 4-leaf diagnosis.

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SEAM-STORYTELLING by David M. Boje

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3 times Better than 1

SEAM-STORYTELLING

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Anatomy of SEAM-STORYTELLING

Birth of new Methods

SEAM-STORYTELLING by David M. Boje26

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Where Dysfunctions come from?

SEAM-

STORYTELLING is how to CURE the Virus

TFW VIRUS

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EXAMPLE TFW-Virus infecting NMSU?

TFW

VIRUS

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TFW-Virus: It is the situation of Oppression by an Oppressive system

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FRACTALS of ECONOMIC GROWTH

What is a FRACTAL

Birth of TFW Fractal Virus

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Click to play TAYLORISM fractal

4:49 Taylorism on ABC World ReportFrederick Taylor is known as the Father of Scientific Management

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Click to Play FAYOLISM audio

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Who is Henri Fayol? French Mining Engineer & Father of Administrative Administration

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Max Weber Bureaucracy CLICK FOR VIDEO night of living dead

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TFW Virus

Taylor, Fayol & Weber combine to form a FRACTAL, a VIRUSTFW Virus SCALES up HUMANS=RESOURCES, ANIMALS=RESOURCES, EARTH=RESOURCESRESULT: Nothing has value, in itself; only as a resource, and instrument of production/consumption

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This one exceeds scale limits of life on earth

Time to Change the TFW Fractal36

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Scalability

SOS NMSU FractalBad FractalGood FractalFractal BlobSocial Darwinism

root of Earth Destruction

Herbert Spencer’s

SOCIAL DARMINISM

is Killing the Planet

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In sum Boje’s Thesis

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STEP 3 (30 Min) Interactive Event for today

Silently, each person Write a list of 5 TFW Virus issues at NMSU? Each team, List 10 TFW Virus Dysfunctions per team?

Appoint Team spokesperson

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BREAK – somewhere about half way through

10 Minutes – Thank you

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Time Tool: Diary and Q’s

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1st Time Management Dysfunction

1st DYSFUNCTION: (Shift in Function) REDIRECT EXCESS TIME that is definitely not adding value to the business (its sales or services, its strategic outcomes); tasks or functions that need to be abandoned, transferred, DELEGATED, or eliminated.  The client’s answers to D-questions (Dispersion & Detaching processes no longer needed) can be included here. This is where you get the time needed to do 3 to 5.

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1st DYSFUNCTION: EXCESS TIME ON WRONG STUFF

How much time do you spend putting out fires?How much time do you spend doing things others could be taught to do?

How much time do you spend doing other people’s jobs that don’t show up?

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2nd Time Management Dysfunction

2nd DYSFUNCTION: (Regulation of Dysfunction) DEFICIENCY TIME – Time spent correcting mistakes such as rework, due to dysfunctions that could be resolved in production, marketing, cash-to-cash (i.e. time it takes to convert inputs to cash flows), inventory, ordering time, etc. This includes lack of good habits of action. This is also where by resolving deficiencies in quality and productivity you get more time to do 3 to 5. 1st and 2nd Dysfunctions get resolved so that ...

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2nd DYSFUNCTION: DEFICIENT TIME

How much time do you spend correcting mistakes other make?How much time do you spend because materials are not right?How much time do you spend in rework?

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3rd Time Management Dysfunction

3rd is More Value Added Time is available: Savall et al., (2008) calls it ‘Day to Day Management’– Time that adds value to the production of goods and services, to necessary functions. Teach clients to maintain these value-added habits of action.

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3rd More Value Added Time

How much time do you spend that is adding value in the long-term?How much time do you spend expanding your market?How much time do you spend innovating?

How much time do you spend implementing strategic moves?

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4th Time Management Dysfunction

4th is Prevention of Dysfunctions by pro-active use of tools (Time management, logbook of indicators, PAP, I/ESP, PNAC, & Spiral Updraft) and making the strategic and political choices (main directions, rules of the game, etc.) so 1st and 2nd dysfunction do not happen. Distracted owners who forget to prevent 1 (excess dysfunction) and 2 (deficient dysfunction) are spinning their wheels, putting out fires instead of preventing them. This also needs to become a habit of action.

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5th Time Management Dysfunction

5th is Creating Revenue Potential – Time on the Middle Path: This is two things.

It is tending to the stem-roots of the business (Excess Salary, Overtime, Risks, Non-production, Over-consumption, & Non-creation of Potential Revenue)It is the C-spiral, shaping the future with strategies that enhance revenue potential: main directions, rules of the game, expand the market, build capacity, advertise, market, etc.  

It is an investment of time in the future that a small business cannot do without, if 1 and 2 and 4 are out of control, or no #3 (value-added) is consistently happening. It is oftentimes the most neglected area, because there is no time left to do it, if 1-4 are out of control.

This needs to become a habit of action.

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4th PREVENTING DYSFUNCTIONS

How much time do you spend training so dysfunctions do not happen?How much time do you spend creating systems that work well so dysfunctions don’t keep happening again and again?

How much time do you spend listening to people you work with so you learn together to stop dysfunctions before they happen?

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5th CHANGING THE STRATEGIC DECISION TIME

How much time do you spend changing the direction of this business, so you get results you want to get?

How much time do you spend changing the rules of the game (procedures, policies)?How much time do you spend reploying resources needed to get job done right?How much time do you spend developing new technology processes to get it done right every time?How much time do you spend developing the kind of flexible, agile management system that stops the bureaucracy, so you getting to success?How much time do you spend developing human potential?

How much time do you spend developing a sustainable business (profit, people, & planet)?

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STEP 4 (2 minutes) Q & A with class to see what worked well today, and what could be better

Write + on one side of board, and – on the other sideList the comments from the following question:Q & A with

class to see what worked well today, and what could be better

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STEP 5. (2 Min ) Evaluation Sheet.

Presenting Team is responsible for making copies, - we have no funds to do copies for you.

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RESOURCES

Course syllabus on line https://business.nmsu.edu/~dboje/448/448template.htm

Boje Cell (between hours of 9am to 6pm), or text anytime 575-936-9578Boje email: davidboje@gmail.com Boje office hours are in Frenger Food Court, on Mondays, noon to 2PM, please see him at least once during the term.