Why what how концепция

WHOW — Язык разметки («WHat-WHy-HOW»)

— где идентификатором свойства «is-a» является некий URL, отсылающий к записи некоего онлайн-словаря.

Удобно это? Нет. Для каждого высказывания нам требуется подыскивать адрес описания этого свойства в специализированных словарях. Будет это делать обычный человек? Нет. А как вам такой вариант того же высказывания:

Такую семантическую конструкцию способен составить чуть ли не каждый встречный, и даже в таком виде она уже будет полезна для поисковиков. Чтобы наша запись стала «честным семантическим триплетом», надо явно пометить объект№1 (так называемый «субъект») данного высказывания, к примеру, так:

или, например, по-аглицки:

— это более простое высказывание, связывающее термин с описанием. В первом же случае мы могли дополнить статью Википедии своими сведениями об эскимо:

это такая вкуснятина!

Строка вопроса может включать в себя более одного объекта высказывания:

— таким образом можно помечать что угодно: отдельные блоки HTML-страницы, URN какой-либо книги (её ISSBN), CID видео-ролика.

Основные вопросительные слова во многих языках имеют четкие соответствия между собой, поэтому WHOW по сути мультиязычен. То есть, размечать можно на своём родном языке, а при автоматической обработке всё это может транслироваться к единому (англ., как общеупотребительному) синтаксису. Впоследствии могут быть созданы тезаурусы вопросительных предложений, по которым одинаковые по сути вопросы, прописанные в разной форме, будут также автоматически приводиться (с тем или иным весовым коэффициентом достоверности) к унифицированным образцам (в том числе, из др. языков сем. разметки), индексируемым в БД.

Подобный тип разметки, в бинарной форме, может быть применён в так называемых «понятийных» файлах, о которых мы говорили здесь.

Ну, и так далее. Велосипед, вероятно, изобретаю, поэтому прошу всех, кто знает похожие языки семантической разметки, поделиться ссылками на сведения о них.

ЗЫ: В русском варианте язык разметки WHOW может быть представлен как ЯР ЧПОК (Язык разметки «Что-ПОчему-Как»). Прошу любить и жаловать!

Метод «волшебных» вопросов

Метод «волшебных» вопросов (метод Киплинга) — это простой, но очень эффективный метод, который применяется для рассмотрения проблем с различными вариантами выходов из проблемной ситуации. Эти вопросы позволяют сконцентрироваться на проблеме в течение определенного промежутка (часто при остром дефиците) времени и получить дополнительные возможности при принятии быстрого и верного решения. Метод называют еще 5W1H по начальным буквам английских слов: Who? What? Where? When? Why? How?

Есть мнение, что метод зародился благодаря стихотворению известного писателя Р. Киплинга:

I keep six honest sewing men (They taught me all I knew):

Their names are What and Why and When And How and Where and Who I send them over land and sea,

I send them east and west;

But after they have worked for me,

I give them all a rest.

По-русски это звучит приблизительно так:

Есть у меня шестерка слуг,

И все, что вижу я вокруг, —

Все знаю я от них.

Они по знаку моему Являются в нужде.

Я по морям и по лесам Гоняю верных слуг.

Потом работаю я сам,

(Перевод С.Я. Маршака)

Итак, Киплинг дал нам тот минимальный перечень вопросов, которые помогают правильно поставить задачу и наметить ее решение, ответив на поставленные вопросы. Однако порядок вопросов имеет решающее значение. Расположим эти вопросы в порядке, который рекомендует японская техника kaizen (табл. 4.1), и ответим на них.

«Волшебные» вопросы в японском исполнении в kaizen

* 3MU — это все виды потерь: Муда — все виды действий, которые потребляют ресурсы, не создавая ценности; Мури — перегрузка, работа с напряжением; Мура — любое отклонение от процесса (хорошее или плохое).

Источник: Имаи М. Кайдзен: Ключ к успеху японских компаний / пер. с англ. 3-е изд. М.: Альпина Бизнес Букс, 2006. С. 253.

«Волшебные» вопросы, начинающиеся с этих слов: Кто? Что? Где? Когда? Почему? Как? используются в качестве экспресс-метода для сбора информации и выработки идей по решению проблемы. Итак, приступим к разбору модельной проблемы, определенной как падение объемов продаж и прибыльности компании, несколько модифицировав вопросы.

1. Кто задействован в проблеме и мог повлиять на падение объемов продаж?

Во-первых, сами покупатели в результате падения спроса на продукцию в связи перенасыщением рынка и падением покупательской способности.

Во-вторых, персонал компании — менеджеры — из-за слабой мотивации, отношения к делу, низкой дисциплины и т.д.

Таким образом, последовательно отвечая на вопросы, мы углубляемся в проблему, находим ее составляющие: кто задействован в проблеме, что собой представляет данная проблема, где (вопрос места) и когда (вопрос времени) проявляется проблема, почему она имеет место и, главное, как решить эту проблемы.

Последние вопросы «Почему?» и «Как?» являются главными. Именно они направлены на выяснение основных причин проблемы и путей ее решения. Это как два главных русских вопроса «Кто виноват?» и «Что делать?», которые в точности отражают суть такого анализа.

Подчеркнем, что это универсальный экспресс-метод разбора проблемы полного цикла. Он не просто выявляет причины проблемы, но и находит предварительные пути ее решения. Метод хорош при остром дефиците времени, поскольку позволяет четко структурировать процесс анализа проблемы и преодолеть панические настроения, связанные с психологическим давлением проблемы. Особенно эффективен данный метод при коллективном или групповом анализе, когда в нем участвуют от 3-5 до 15-20 человек. При этом правда, большая роль принадлежит ведущему или модератору разбора, от умения и знаний которого будет зависеть результат анализа и его практическая ценность.

Заметим, что у японцев в kaizen есть также правило «пять почему». Те, кто решает производственные, а также любые другие проблемы, задают вопрос «почему?» не единожды, а пять раз. Часто первый ответ не выявляет коренной причины проблемы. Задавая вопросы «почему» несколько раз, можно выявить цепочку обстоятельств, одно из которых, как правило, и будет ключевым. Например, нужно выявить действительную причину остановки станка. Задаем вопросы и анализируем ответы на них.

Вопрос 1: Почему остановился станок?

Ответ 1: Потому что из-за перегрузки перегорел предохранитель.

Вопрос 2: Почему возникла перегрузка?

Ответ 2: Потому что смазка подшипника была недостаточной.

Вопрос 3: Почему смазка была недостаточной?

Ответ 3: Из-за неисправности смазочного насоса.

Вопрос 4: Почему неисправен насос?

Ответ 4: Потому что износилась его ось.

Вопрос 5: Почему она износилась?

Ответ 5: Потому что в смазке встречаются загрязняющие примеси.

Повторив «почему?» пять раз, удалось найти настоящую причину, а значит, и принять правильное решение: оснастить насос фильтром.

Хотя на каждом шаге можно было остановиться и принять полумеры: то ли поменять предохранитель, то ли заменить смазку и др., которые бы не решили проблемы. Конечно, вопрос «почему?» не всегда нужно задавать именно пять раз. Как показывает опыт, для разных проблем этот вопрос следует задавать от трех до восьми раз, чтобы дойти до сути проблемы и решить ее. Пять — среднее число.

WHY Analysis

Inspired by Simon Sinek’s «Start With Why»

Online WHY Framework

What is Why, How, What, Who Analysis?

Simon Sinek’s Ted Talk on «Starting with Why» has become a widely acclaimed talk on «purpose». It starts with asking yourself «Why do we do it», «How do we do it», «What do we do?». It’s a wonderful way to focus on what important and what truly rallies your team and then harness with inherent purpose to drive the how and the what.

Why you do it
The purpose
What is your cause?

How you do it
The process
What specific actions are you taking to realize the WHY

What you do
The result
What do you do? The result of WHY?

For who
The customer
Who do you do it for?

How to Perform a Why/How/What Analysis

1 Keep an open mind

As you kick off this Why/How/What Analysis its critical that you keep an open mind to new ideas and thoughts that come from all sides.

2 Create an online WHY Analysis & invite your team to share their input

Use this online WHY/How/What Analysis TempIate and invite your team to share their input and rate the top ideas.

3 Brainstorm your WHY, WHAT, HOW, WHO

List out as many factors as your team can brainstorm for each area. Then rate the top items by clicking on the star to float them to the top.

4 Promote your WHY

Once you have settled on your featured results, promote your WHY to everyone that associates with your company.

When to use a Why/How/What Analysis?

For any goal, objective, decision where it is important for you to understand your strategic position to accomplish your stated objective.

What are we selling? What is our products strategic position? Ask your key customers to provide input.

How are we selling it? What’s working? What’s not working? Where are there opportunities? What are the threats?

What is your position in a market? Look at your organization through the eyes of a customer. How would they design your SWOT?

What is your position with a partner? How does the partner see you in SWOT terms?

Design a WHY Analysis for price, cost, processes.

«Why? What? How?» framework

«We cannot solve our problems with the same thinking that created them» – Albert Einstein

This is Why→What→How, as well as Why←What←How.
A way you move forward, and the way you take a step back.
You will see.

An evil Jinn

Once upon a time I’ve used a concept of an Evil Jinn, which turns your wishes against you:

👉 Take a step back. Try to find why you want to be rich.

Frameworks

There are many other widely known frameworks developed to help you avoid painful consequences of unwise decisions.

Objectives and key results is a goal-setting framework for defining and tracking objectives and their outcomes. Used to run many businesses and make planning.

OKRs comprise an objective, clearly defined goal and 3–5 key-result specific measures used to track the achievement of that goal. The goal of OKR is to define how to achieve objectives through concrete, specific and measurable actions. The key benefits of OKRs are focus, alignment and engagement.

OKR can be read as:

and that’s a very poorly designed OKR 😉

Life is a journey not a destination:

SMART

🧞‍♀️ is waiting for your mistake, looking for every missed detail in your WHAT he could use against you.

Another important moment about SMART, as it pointed by authors a few times:

It is the combination of the objective and its action plan that is really important. Therefore serious management should focus on these twins and not just the objective. Thank you Wikipedia.

There are more mnemonic acronym based approaches

SMARTer or SMARTAA

A smarter SMART with more features

CLEAR

Collaborative, Limited, Emotional, Appreciable, Refinable

SIMple goal framework

Requirements: what is the expected result of this project

Information: is all the information clear about what I need to do and all it’s parts

Suppositions: are my assumptions true? Is there any flawed assumptions?

Knowledge: do I have the required knowledge to understand and solve the problem? Do I need to learn something new?

SPEAKING

Setting and Scene, Participants, Ends, Acts sequence, Key, Instrumentalities, Norms, & Genre

The hack is: Situation/Behavior/Impact is the same thing as Arrange/Act/Assert!

AAA: First you set up all the data you need for your example (Arrange), then you call the method under test (Act), then you verify the output was up to your standard (Assert).

First explain all the circumstances (Situation/Arrange), then you explain what the individual did (Behavior/Act), then you explain how it ended (Impact/Assert).
And yes, this means that the “system under test” is the individual.

SBI(as well as tests) can be viewed differently if flip it:

Then you can work towards creating such situation. You know what you have to do.

And here we go. Let’s try to derive a new system from the existing ones.

WHY/WHAT/HOW

I did not invent WWH. It was in use by therapists, especially Psychotherapy for ages. As well as detectives, marketologs, analysts and so on used it.

To be honest I never had any therapy, but from many different films I know that their job is to explain WHY you are you. WHY you are doing that, not this. Their job is to find root of your behaviour and explain it to you. Hello Sigmund Freud my old friend.

But we are not here for the therapy. Right?

My grandfather knew what he needs, and usually was asking his grandsons to help him.

It’s ok, and sometimes you need to do what you were told to do. But it’s better to think what you are doing, how you are doing it, and why.

Let’s imagine you are looking at the code. You can see only how it was written. Then you understand what was made, and then you can think about why it was made.
You are real detective 🕵️‍♀️!

Go To the Apple Store! Now!
This is how you can get

what thing, and click thing button to watch our why presentation one more time 😉

And then the bad guy will start a long monolog explaining his devil plans and the reasons to nuke the city. Got enough popcorn?

What is always the least valuable thing. It is in between of WHY and HOW.

Refer back to the other models and try to understand that it is all One Question. A holistic point of view.

Note the difference:

How can this help you?

It can help you code

«It is the __combination_ of the objective and its action plan that is really important»_.

Why is usually a missing part. Start from it, and end on it.

What is something user might experience, and it does not matter how it is made.

Too many people are just doing. Using Redux because they were told to. Not understanding CSS or CAS theorem. Focused only on the code.

Too many people are just doing a thing. No matter how, and it ends as a technical debt nightmare. But we are building a cool this? Sure?

Too many people are after «why». They might truly believe that it’s a good reason. to start a war for example. This is not how you should resolve problems and not what you have to do.

This all working only holistically.

Technical and non-functional requirement

Conclusion

It’s really that simple.

PS: Read the Duck Tales for more mental models you can apply as a software engineer.

The Why, What, and How of Sales Enablement via Maturity Model Assessment

We have assembled the sales enablement maturity model, checklists and assessment service to help organizations of every size and stage to identify their continuous improvement Next Practices

I strive to deliver value to our clients in every engagement. Working with hundreds of organizations over time has driven home the need to not only provide a How solution to What they wish to accomplish, but to center work on measurable outcomes with Why.

When the Why and sometimes the What questions are not clear at first, maturity models are an excellent way to start the conversations.

Working with hundreds of organizations has revealed a massive gap between sales and marketing.

Most companies know a gap exists, unfortunately they haven’t found the “secret sauce” or actionable solution to closing, or even substantially narrowing, that gap.

I have heard it all: we don’t have time, I don’t have the budget, we don’t have the resources and we don’t have a problem/gap.

While it seems like a daunting undertaking, closing the gap is needed to increase sales, employee engagement, efficiencies and effectiveness.

That becomes the elephant in the room.

Everyone sees it but tries to ignore it because they either don’t know how to move it, how to relate to it or even that it is an elephant.

The beast tamer, in the solutions world, is Sales Enablement. Three simple questions reveal much:

Organizations often can not pinpoint the problem/gap, because of the reality that the Why, What and How aren’t always clear at first.

The key to starting those conversations, saying hello to the elephant instead of ignoring it, is through a maturity model assessment.

Maturity Models are often mistaken as a collection of Best Practices.

They can be used to: determine what practices and perceptions currently exist in an organization; provide continuous improvement for an organization to pursue.

Maturity models can take industry “Best Practices” and convert them into Next Practices… a set of tools that deliver actionable and measurable solutions, which are unique to every team and organization.

Sales Enablement, or SE, isn’t a new concept or practice, but it has been growing in definition and recognition.

In order to help organizations improve the effectiveness of their sales & marketing, I assembled, simplified and enhanced the SE practices that currently exist and developed a Sales Enablement Maturity Model and Assessment.

This model allows organizations to assess their current practices, compare themselves to others, determine how well internal perceptions are aligned and create a roadmap of actionable practice improvements.

To introduce the maturity model assessment I partnered with Meghan Richardson, President of Synapz Marketing, to published three Infographics.

Infographic 1 — the Why:

This first of a three-part series introduces the concept of Sales Enablement and the Why, its main benefit… Closing the Gap between Sales and Marketing.

A Google Search shows there are many definitions of Sales Enablement. To keep it simple, we define it as:

Processes, practices, tools and technologies that improve the performance and the productivity of a sales organization.

Enhancement of the ability of a sales team to increase revenue via sales.

Drives revenue by directly impacting a sales teams’ ability to close (WIN) more deals.

Defining outcomes is critical for success and this definition stresses typical strategic objectives of improving productivity, increasing sales revenue and closing more deals.

There are five behaviors, described as stages, in the SE Maturity Model that represent the current business capabilities of their people, processes, and technology to enable marketing supported sales teams.

FACT: 75% of organizations that have an established SE function report a major/positive impact on revenue.

FACT: Fortune 500 companies report having a strong SE function are seeing 15.3% growth.

FACT: Of those companies that have an SE function, 90% want to maintain or increase funding in the next fiscal year.

Isn’t that evidence enough to investigate what an SE assessment can do for your company?

Infographic 2 — the What:

The second of three Infographics provides a brief introduction to What the maturity model consists of and some of the benefits from those using SE in the company.

Maturity models are often defined as 5 levels or stages of behaviors. The SE model is no exception.

The SE model names these stages as named maturity levels with descriptions of typical behaviors at each level:

By doing a quick comparison of your company’s behaviors, with those in each stage, you will gain an understanding of:

The current maturity model organizes behaviors into 8 categories or dimensions.

Each of them is an important business capability to understand and measure.

The ability to use repeatable consistent sales processes that replicate processes of high-performing reps and align to customers’ buying processes and preferences.

The ability to integrate CRM and Automation systems that improve personalized experiences across touchpoints and provide 360-degree customer views.

The ability to use analytics to review and improve results from digital marketing, to optimize pricing, personalize marketing, quantify potential sales, and to target market more effectively.

The ability to have a GTM strategy aligned with measurable business objectives and to use digital marketing strategically for integrated customer communications and experiences.

The ability to use a conversation roadmap for customer engagement messages and to identify and prioritize techniques to improve efficacy.

The ability to plan and execute campaigns to improve marketing effectiveness and to enable integrated content marketing activities.

The ability to gather competitive intelligence and product advantages in the marketplace and to utilize information and knowledge surrounding insights and experience.

The ability to have disciplined processes for seller and sales support workforce onboarding, training, talent management, and succession planning.

Each capability dimension has dozens of behavior descriptions across the 5 stage levels.

The current model has almost 500 maturity behaviors. Don’t worry, I have condensed these into simpler sets of survey questions and checklists.

You can try out the 8 question sample survey at https://goo.gl/JzJzAu.

There are businesses of all sizes working to continuously improve their marketing and sales functions, including:

Why should you be interested in the full assessment process? Well, to become an organization with improved Sales Enablement!

To put it simply the purpose of the SE Maturity Survey is to:

The Next Practices based model leverages expert experiences to diagnose your current practice issues… and then recommend best practice lessons learned from others’ failures and successes.

Ultimately you will understand your opportunities to fill the gap between sales and marketing and be prescribed practices that deliver increased revenue generation.

Doesn’t everyone want or need that?

Infographic 3 — the How:

The third and final Infographic concentrates on How the assessment, results, diagnostic insights, and prescriptive next practices are delivered.

The first two help you understand what SE is and show you why most companies, and most likely yours, need it.

An SE Maturity Assessment is delivered in three steps:

(1) Administer Current State Assessment Surveys to contributors and leaders on topics such as:

(2) Compile and Publish Current Practices & Perceptions and survey results including:

(3) Deliver Analysis, Diagnostic Insights, and Prescriptions of Next Practices providing a basis for:

It’s that simple.

The package of maturity model, checklists and survey questions, and actionable insights services are quick and easy.

It provides an excellent first step in envisioning a transformation or continuous improvement initiative.

For more advanced, often larger organizations, the SE Maturity Assessment provides a gut check against best practice competitors.

It also provides a view on how well the team perspective as a whole is aligned and where alignment challenges exist.

For less advanced, or those with little in sales and marketing process role responsibility definition, the SE Maturity Model provides a starting place.

Some in the organization might not even be aware of what the big boys do, let alone how they do it.

Regardless of your current practice level, the idea of improving your marketing support sales function sounds like to a good idea, right? Do you want to improve productivity, revenue and to grow?