The only way to stand a reasonable chance of noticing critical turning points is to stand above all your data and analysis for one day a month and ask questions like: • What uncharted problems and opportunities, that could potentially have tremendous consequences, are mounting up without my noticing? • What is working well when it shouldn’t or at least was not intended to? What are we unintentionally providing to customers that for some reason they seem to appreciate greatly? • Is there something going badly astray, where we think we know why but where we might be totally wrong? • Since
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