Introduction 1Chapter 1 How the "How" Trap Is Trapping You 7Chapter 2 The Thinking Behind Rethinking 27Chapter 3 First-Identify the "Whats" That Are Truly Valuable 39Chapter 4 Second-Know What You Are (and Aren't) Good At 61Chapter 5 Third-Make (and Break) Connections 77Chapter 6 Fourth-Understand What Can (and Can't) Be Predicted 91Chapter 7 Fifth-Unravel (and Follow) the Rules 109Chapter 8 Revolutionary Rethinking at ING DIRECT 117Chapter 9 Rethinking at Eclipse 133Chapter 10 Rethinking at Cranium 151Chapter 11 Morph Again and Again 169Key Concepts 193Index 213
It's a totally human condition, a trap that ensnares virtually everyone. Just as when we tie a route to a destination so much so that when someone else takes a different route "why are we going this way?" it usually doesn't matter "how" you get there. This "how" trap also takes place at work, people intertwine "how" they do their job with the outcome of "what" they are doing that sometimes obvious decisions are masked, and missed. We know how to focus on process: the how of business. That's why this book shows that we're leaving so much value on the table and that's what this book exposes with vivid examples, while at the same time offering guidance on ways you can take advantage of this new business lens. Business architect Ric Merrifield shows how to rise above the clutter of your "hows" to expose what does and doesn't need attention. You'll learn to identify the activities most critical to success and those that that are borderline, redundant, or even counterproductive. Along the way, Merrifield presents powerful case studies from companies as diverse as ING DIRECT and Eclipse, Amazon.com and Procter + Gamble: firms that have learned how to cut costs, strengthen innovation, and profit from change all at the same time.
Ric Merrifield spent nearly 15 years in various consulting roles helping organizations define and achieve their goals. Since joining Microsoft, Merrifield has spent more than 10,000 hours as a business architect and has filed twelve patent applications all with the goal of helping companies rethink their operating models and get out of the "how" trap described in the pages of this book. Merrifield recently coauthored "The Next Revolution in Productivity," a June 2008 Harvard Business Review article focused on case studies that highlight needs of the organization and the opportunity to rethink business operating models before making major technology changes. Merrifield is an alumnus of Lakeside School in Seattle and Georgetown University in Washington, D.C.