WEBVTT

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Whoa, we started with a laugh. That was impressive.

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All right, we're we made another week. It's process

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that podcast didn't give us I know the topic

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today. Yeah, it is. Why are why are things only

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obvious? after They're obvious Hmm, let me sit

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with that for a minute. Why are they only obvious

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after they're obvious? Yeah. Yeah You're probably

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thinking of a pet rock and how brilliant that

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is. That was, it was obvious. It was going to

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be a huge thing. Like, what is that? Recency

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bias? Or confirmation bias? Take recency bias

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and confirmation bias. And if they had a baby,

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it would be, that was so obvious. Obviously,

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obviously. There's probably something besides

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Pat Rock though. Tell me where you're from. Yeah,

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so here's where I was coming from. So I was working

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at an e -commerce company in Boise, Idaho, and

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we would ship stuff from the wrong place. Right.

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And we would ship something, and I probably told

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this story again, or in the past, but I want

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to zero in on one, this story, but then also

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just why stuff's obvious. And this was physical

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goods, right? Yeah, yeah. So physical goods,

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we would order something like on the West Coast.

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And if the West Coast distribution center didn't

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have one of the items, it would ship from the

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East Coast or from Florida or something. And

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we would call that a ship from wrong. And so

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what we did is we would basically have the ship

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from wrong. We found that basically our number

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one product was always on the ship from wrongs.

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And people just kept asking why in the world

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are we out of... optimum protein, chocolate protein.

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That's a number one seller. We're never out of

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that. As most of our listeners would have guessed.

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Yeah, yeah. I mean, obviously. Number one product.

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Yeah. Number one product at bodybuilding .com.

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Optimum chocolate way. You can find it now at

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Amazon, which is a different story for a different

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day. So what I did was I was like, why is it

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shipping from the wrong distribution center?

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Basically because you'd be get some, some bespoke

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pill that was only covered in, in, you know,

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in this case in Pennsylvania. And so because

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they bought the chocolate protein and the bespoke

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pill that only lived in Pennsylvania and then

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Pennsylvania was the only one that had the bespoke

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pill. That was what they, that's why that shipped

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from the wrong location was the bespoke pill.

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Okay. Right. So I spend it. I don't know. I spent

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quite a bit of time explaining this. I'm like,

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this is what I need. I need the data of like

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the thing when it tried to fulfill an order,

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the thing that it couldn't fill in the original

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warehouse, but it could fill in the shipping

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warehouse. I want that and we'll call it a ship

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from wrong. Cause that was the item that forced

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us to ship from wrong. And so I deliver this

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report and literally like probably to this day,

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that report is still used if they have two warehouses

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still. It was so obvious after the fact, just

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to break that and ask, is this really the most

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logical approach? Yeah, it was a logic thing,

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but it was like, oh yeah, that's the data we

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need. And so after the fact, it just became like

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everybody used it. Everybody used this thing.

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Everybody in operations used it. Chris, what

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Herculean effort did you go through to get people

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to appreciate the value of the stop shipping

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stuff from the wrong coast report? It was super

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simple. Like it took me, it probably took me

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more time to explain the data warehouse team

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when I was trying to do. And then it was a brief

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explanation of, hey, these, because I had to

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explain like, this seems wrong. Like this data

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doesn't make sense. And I'm like, no, no, this

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is your causal problem. that this is what caused

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the problem because you didn't have this skew

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in the, you know, the closer shipping location.

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And then once they made that, once they made

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that connection of like, Oh, I've been wanting

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this data for 12 years or whatever. There, there

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was, I, I could just walk away, never touch the

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thing ever, ever again. That's, it's incredible

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to think about. Cause to your, your initial question

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of, you know, once it's obvious, why is it so

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obvious? And then a lot of organizational change

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management, we've talked about that time. And

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so oftentimes we're trying to convince people

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that a new way of working that is not intuitive,

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it's wildly unfamiliar, we're demanding them

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to completely change everything about how they

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spend their workday. But this is a better thing.

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Like that's what's bred this huge volume of work.

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Just trying to communicate all of the changes

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and then trying to get people to appreciate the

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value of it. versus something that's super intuitive.

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People see the problem once you point it out.

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They're like, well, that's a horrible idea. We

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shouldn't do that. So talk to me more about what

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is it that makes the obvious so obvious once

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it's shared with us? I think people have to see

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stuff. I think people have to see it. And I think

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it's going to always be that way, where they

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have to see the outcome. The other thing, the

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counter to that is that people don't like to

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change, because most of the time change is just

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not actually helpful. Well, no, it's a lot of

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time. It's more to do. Yeah. It's more to do

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without a reason why they should do it or a reason

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that actually helps someone else's life, but

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not yours. Yeah, very true. Well, and most of

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us are on a measure of autopilot. If we've been.

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Oh, yeah. Whatever our regimen is, whatever our

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routine. It may not be a consistent ritual, but

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we step through a lot of the portions without

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having to really engage our frontal lobes. All

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that executive function and change demands it

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all of a sudden of us. Yeah. Well, I think that

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that's like the magic of really good process.

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I mean, we talk about process a lot, but really

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good process, it just makes sense, right? Which

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is interesting, right? So like, if you think

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of companies like Instagram, right? Started out

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as a bourbon sharing app to share pictures of

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bourbon. It was, it was obvious, not to even

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to the founders or the makers of this thing,

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but it was obvious to the users. And they, like,

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what was obvious was discovered by their users,

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not necessarily by the creators. Now the creators

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shifted and called it Instagram and sold to Meta

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and for eight dollars are probably on their yachts.

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Right now but like if you think about like something

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like we've been You know slack another one like

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literally like the company was doing something

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else. They're like, hey, yeah We're gonna look

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we like this a lot. This is actually really helpful

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Let's see if this is a product and now all of

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a sudden it's it's huge Yeah versus like the

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versus like Microsoft Teams, which literally

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was Horrid and then Coder happened and it had

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to become a thing But if you remember teams before

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COVID, it was, it was struggle bus central. Right.

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I, in all fairness, it doesn't feel so different

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post COVID as it did pre. In part because they

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don't, they don't do a lot to make their navigation

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more intuitive. Yeah. Oh yeah. Yeah. Well, I

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mean, think about the Microsoft suite of tools,

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SharePoint, which is hard to share and it's hard

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to know the point. Compared to Google. Yeah.

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where Google just like it's their Google. It's

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always been collaborative. Like I ran into something

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with I think it was on a SharePoint site where

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like I had a conflict between and this is like

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we're not talking like 10 years ago. We're talking

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like this morning. I see what a spreadsheet and

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he's like I don't get the spreadsheet. I'm like

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can you just pull up so that I can kind of see.

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I'm like It didn't save my edits like it had

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this old thing and then it's like I've got a

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conflict over here I'm like, I don't care about

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your conflict. So then the solution is save the

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file. Yeah Right and then reupload it or do whatever

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and then share it again. None of what and that's

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Well, that's great. That's fine. If you're you

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know, if you're not Connected to dial -up like

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if you're if you're offline, that's fine. And

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some of this is like just the architectural beginnings

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of these where Google has always been forward

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-looking in having a collaborative system. Yeah

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Whereas Microsoft is coming off of CDs that it

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used to send to people to install. It was a 12

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dist install for Windows 95 for a lot of us that

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hit the workforce last century and I think you

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touch on something super interesting and I think

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just the Microsoft versus Google experience and

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how we navigate, you know One of these was designed

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to just be additive, echoing a very different

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era of software development, and it was all physical

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collateral -based. They had to be able to put

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it on disks and ship it, and that had to ride

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for some indefinite period of time. So they had

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to spend a lot of time bombing it to make sure

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that it wasn't going to blow up once they shipped

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and destroy your next quarter's earnings, versus

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cloud -based. Where you can find a bug in the

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morning and then push through a fix late that

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day and it affects all of the users that were

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already getting pissed off and so yeah Yeah,

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modern tools by design should be far less far

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more frictionless Simply because the speed of

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being able to do that ironic correct not always

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more simple Yeah, right. Well, what's interest?

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What's interesting about just this whole thing

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is that Google? right, in their Google Sheets

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application was obvious because of all of the

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work that Excel did in order to make it the standard.

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But it was not as useful, therefore not as obvious,

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and therefore more like just harder to manage.

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So it's interesting how some of these things,

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the interaction's kind of interesting, where

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it's like, look, if Google came out with a sheet

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before, I don't know how it worked. We needed

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spreadsheets bad, which is why they went and

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created Lotus Notes and all the other things.

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That's right. You're thinking if Lotus Notes

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had a baby with Salesforce, then we would have

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had Ginger. I mean, you know, that's actually

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really interesting. Like what would have happened?

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What would have happened if Lotus Notes would

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have been bought by Salesforce? Yeah. Whose motto

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was don't install a darn thing. That's right.

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Yep. Be done with that whole server environment.

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Well, so. Yeah. Let's, you know, we talk a lot

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about process then a lot of it is I think based

00:11:24.179 --> 00:11:26.480
on today's conversation, we're kind of gazing,

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you know, into the dark hole of just a bad process

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design. Nobody understands why we're doing it

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this way. It's not intuitive. It's super stiff.

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So, you know, how do we start to design processes

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or how do we start to curate processes inside

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of our organizations that are more intuitive?

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Yeah. About how people can start to make the

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obvious more obvious to their... Yeah, the number

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one thing that I would do, because where I see

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a lot of process debt is around reporting. maybe

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just because of where I sit, but I think determining

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if it's a infinity project, like people are always

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going to do quarterly business reviews. There's

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no definitely done. Is that what you mean? Correct.

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Well, or it's just, it's consistent. Like it's

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going to be the same change, but it should be

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a slowly moving change or a daily metric report.

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Those are consistent over time versus one -off

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analysis with prediction. Yeah. I think we convolute

00:12:30.730 --> 00:12:34.909
those. I think we convolute those too much. And

00:12:34.909 --> 00:12:37.149
so what happens is you're like, hey, I need you

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to go do this one -off thing, right? And you're

00:12:38.730 --> 00:12:40.950
like, okay, well, it's one -off. So it's, I'm

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gonna keep it really simple. And what's not obvious

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is that one -off report is now used in perpetuity.

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Yeah. It's gospel, regardless of how. Yeah. Reporting's

00:12:56.409 --> 00:13:01.730
a good area. What about one of the recurring

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conversations that I seem to have at least a

00:13:05.289 --> 00:13:08.190
couple of times a month, if not weekly, is I

00:13:08.190 --> 00:13:11.110
send it to you in the blank. I put it to you

00:13:11.110 --> 00:13:13.730
in Slack, but why did you look in email? Well,

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I looked in email. Oh, but I put it on SharePoint.

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We play a little bit of hide and go seek. I've

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never experienced an organization that has come

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to a way of making the communication medium obvious.

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Have you seen examples of that where it's like

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if we only do it this way then everybody intuitively

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knows where to expect to find it I Think it's

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I haven't damn it. I know and we're getting still

00:13:41.470 --> 00:13:48.889
close All right, we'll wrestle what's interesting

00:13:48.889 --> 00:13:54.509
is it It is you run into issues where you run

00:13:54.509 --> 00:13:57.549
into people's skill set II Right. So you're running

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into someone who doesn't know Excel. Yeah. And

00:13:59.909 --> 00:14:06.230
so they do the thing in Word. Right. Or you have

00:14:06.230 --> 00:14:10.070
SaaS tools all over the place. Yeah. And there's

00:14:10.070 --> 00:14:15.549
no clear owner. And so it just ends up in SharePoint

00:14:15.549 --> 00:14:22.059
or OneDrive. And so I think we actually... Do

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a lot better when we have really hard constraints,

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but I don't think many companies want those hard

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constraints Because it means that they have to

00:14:30.720 --> 00:14:33.399
clean up stuff and cleaning up is a lot harder

00:14:33.399 --> 00:14:38.179
than saying let's go buy a new tool Well said

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yeah, I agree the proliferator well you we talked

00:14:41.500 --> 00:14:44.740
in a previous episode about a About a past co

00:14:44.740 --> 00:14:47.970
-worker who had really clean boundaries Yeah,

00:14:47.970 --> 00:14:50.549
so you knew exactly how to interact with this

00:14:50.549 --> 00:14:54.350
person and and their per their work product Yeah,

00:14:54.350 --> 00:14:57.509
yeah, that sounds very similar if we said, you

00:14:57.509 --> 00:15:00.429
know, we're going to Always put updates into

00:15:00.429 --> 00:15:02.370
one place. This is where you'll find them. This

00:15:02.370 --> 00:15:05.269
is where that information's in. Yeah Yeah, you

00:15:05.269 --> 00:15:07.009
were you know before we got on you were telling

00:15:07.009 --> 00:15:09.710
me about An implementation that you were doing

00:15:09.710 --> 00:15:11.710
and you were showing people how to use the tool

00:15:11.710 --> 00:15:16.120
and they were just shocked And I think I think

00:15:16.120 --> 00:15:18.100
that that's what's funny is like we don't like

00:15:18.100 --> 00:15:20.460
training But we want to get better, but we don't

00:15:20.460 --> 00:15:23.919
like training and we want to get better and and

00:15:23.919 --> 00:15:27.500
no one has the No one has the authority to push

00:15:27.500 --> 00:15:31.919
the change And so it ends up in this like kind

00:15:31.919 --> 00:15:34.419
of weird cycle where it's unless you can kind

00:15:34.419 --> 00:15:39.419
of get the the snowball rolling It's really hard

00:15:39.419 --> 00:15:41.379
because generally you're dealing with whoever

00:15:41.379 --> 00:15:46.879
the weakest link is on the tools Yeah. Fundamentally,

00:15:47.120 --> 00:15:51.679
we need others oriented process owners with absolute

00:15:51.679 --> 00:15:57.080
authority. I mean, we'd laughed in another prior

00:15:57.080 --> 00:16:00.779
to getting on air session, just about a dictatorship

00:16:00.779 --> 00:16:03.799
is really easy because everybody knows exactly

00:16:03.799 --> 00:16:07.419
what's expected of them. Yeah. And absent high

00:16:07.419 --> 00:16:10.179
trust, it's high known consequence, which looks

00:16:10.179 --> 00:16:13.960
a lot like high trust, maybe. But the ambiguity

00:16:13.960 --> 00:16:17.440
is is completely extracted in that world. Yeah.

00:16:17.740 --> 00:16:21.500
The my way or my way. So in our efforts to be

00:16:21.500 --> 00:16:25.019
more human, we also make all these social creatures

00:16:25.019 --> 00:16:27.519
crazy by trying to give them a little bit of

00:16:27.519 --> 00:16:32.879
decision rights. So 100 percent. I so what do

00:16:32.879 --> 00:16:37.620
we do about this today? I would say be curious,

00:16:38.720 --> 00:16:42.809
figure out what happens between the silos. I

00:16:42.809 --> 00:16:45.669
think efficiency is oftentimes hidden between

00:16:45.669 --> 00:16:47.970
silos, because people don't know what's going

00:16:47.970 --> 00:16:52.830
on. I think that's really important. And if you

00:16:52.830 --> 00:16:54.950
find something that's obvious and you know it's

00:16:54.950 --> 00:16:59.009
obvious, just be prepared for a long slog to

00:16:59.009 --> 00:17:02.950
make it obvious. Really? Chris, you can finish

00:17:02.950 --> 00:17:05.309
that thought. Go ahead. Well, I'm just thinking,

00:17:05.549 --> 00:17:07.069
because I've done this quite a few times in my

00:17:07.069 --> 00:17:08.630
career. I feel like I do this a lot, actually.

00:17:08.690 --> 00:17:10.470
I feel like, again, this might be my superpower.

00:17:12.169 --> 00:17:15.170
But it like people just don't get it and then

00:17:15.170 --> 00:17:17.910
you show it to them and then they never talk

00:17:17.910 --> 00:17:19.970
to you ever again And they use it every day.

00:17:20.430 --> 00:17:22.309
It's the weirdest thing. They're like, I don't

00:17:22.309 --> 00:17:24.349
get it. I'm not really tracking what you're doing

00:17:24.349 --> 00:17:27.150
over there. It's like, okay All right. I just

00:17:27.150 --> 00:17:30.849
I'll keep asking and beg borrowing and stealing

00:17:30.849 --> 00:17:33.490
because I've had it a couple times where it's

00:17:33.490 --> 00:17:38.109
like like And it all tends to be in the data

00:17:38.109 --> 00:17:40.839
space, but sure there, you know, the last time

00:17:40.839 --> 00:17:43.160
that this happened, like I started pulling this

00:17:43.160 --> 00:17:47.539
dataset and then had an issue. And the dataset

00:17:47.539 --> 00:17:51.160
was like just clear, clear as could be like what

00:17:51.160 --> 00:17:54.180
my issue was. And so then I showed some people

00:17:54.180 --> 00:17:56.420
are like, Oh my gosh, this is great. And then

00:17:56.420 --> 00:17:59.000
all of a sudden I got a dashboard, like the next

00:17:59.000 --> 00:18:02.420
week. And so like, but it was, it was only obvious

00:18:02.420 --> 00:18:04.819
when you could show the use case. Chris, I love

00:18:04.819 --> 00:18:07.299
that. And I was going to touch on the value of

00:18:07.299 --> 00:18:09.779
use case. Oftentimes that point of be curious

00:18:09.779 --> 00:18:11.660
doesn't mean I have to be the problem solver.

00:18:11.859 --> 00:18:14.440
You know, in my experience, somebody else already

00:18:14.440 --> 00:18:16.759
has an intimate knowledge of the problem. And

00:18:16.759 --> 00:18:19.720
to them, it's so obvious, but for any of a host

00:18:19.720 --> 00:18:23.319
of reasons, they're not being heard. Right. Yeah.

00:18:23.480 --> 00:18:28.500
Sometimes your job is just to support or to champion

00:18:28.500 --> 00:18:32.640
their point of view. Yeah. Right. And, and escalate

00:18:32.640 --> 00:18:34.500
that, make it more visible so that everybody

00:18:34.500 --> 00:18:37.880
else sees the use case. So. Yeah, I would also

00:18:37.880 --> 00:18:40.519
say like, if you're a manager and you want to

00:18:40.519 --> 00:18:44.779
actually tackle process that, find someone who's

00:18:44.779 --> 00:18:48.940
business slash UX UI type, right? So high people,

00:18:49.000 --> 00:18:51.039
high, how are they going to do this? Like what

00:18:51.039 --> 00:18:53.640
are the people going to do? And then find someone

00:18:53.640 --> 00:18:56.880
with deep, deep tech knowledge and you could

00:18:56.880 --> 00:18:59.819
do some magical things. Like there were, I worked

00:18:59.819 --> 00:19:02.339
with the Salesforce engineer at one point and

00:19:02.339 --> 00:19:04.640
I would have this wild hair. Like we, we saw

00:19:04.640 --> 00:19:07.190
this one problem where the clients would say

00:19:07.190 --> 00:19:10.450
thank you and it would reopen their tickets just

00:19:10.450 --> 00:19:15.609
by saying thank you. So I was like, hey, it'd

00:19:15.609 --> 00:19:18.230
be really cool if you could just check for thank

00:19:18.230 --> 00:19:20.390
you. And if it was thank you, just don't reopen

00:19:20.390 --> 00:19:23.490
it. I love it. And they're like, that's a good

00:19:23.490 --> 00:19:25.789
idea, but that's going to be kind of hard and

00:19:25.789 --> 00:19:28.329
I don't know. And then I woke up the next day

00:19:28.329 --> 00:19:29.910
and was like, I figured it out. And you're like,

00:19:30.009 --> 00:19:35.099
dude, you're awesome. But again, he was in the

00:19:35.099 --> 00:19:37.680
technical weeds, like solving deep, gnarly technical

00:19:37.680 --> 00:19:39.819
problems, and no one would have come to them,

00:19:39.980 --> 00:19:41.160
because they wouldn't even know that they were

00:19:41.160 --> 00:19:43.819
supposed to come to them. Yeah. These experts

00:19:43.819 --> 00:19:46.079
are everywhere, but you've got to tease them

00:19:46.079 --> 00:19:48.920
out. You got to find them. I love it. All right,

00:19:49.019 --> 00:19:50.839
man. Thank you, sir. Yep. Catch you next week.

00:19:50.859 --> 00:19:52.839
All right. Have a good weekend. Bye.
