2 Min SKSM

Scope creep is seriously injurious to health of engineers, project managers and in the end customers. Apple phone is highly user friendly because the designer knew when to stop. Product exists because it does not exist outside of it. And this is the Yin-Yang moment.  You are defined by what you are not...Light exists because there is darkness...One is true because others are zeroes... Yang is there because yin exists outside of it... You have something everywhere. What defines an object is drawing a line stating outside of this is Nothing. That is why you have to reject hypothesis to prove something. As my professor once said "Strategy is the art of closing doors". He did not say opening doors but closing doors. The same philosophy applies to scope statement as well. Scope statement should clearly mention what not to do.  "We will implement mobile application to do xyz. However, iOS development is excluded in this phase." Now you decide which statement has given mor

It is really easy to misconstrue Strength with Fame. Even Management can forget the true Strength in the period of success and noise. One or the other day, we consultants, must have used SWOT or GE-McKinsey Matrix, plotted so called "Strength" and proposed strategy. But how easy was it to find out "Strength" of a company?  Case study: Kodak.  There is no doubt anyone, during 90's, would have opined Kodak's strength was in imaging and printing. Then camera went digital and then disappeared in smart phones. Suddenly noise during Kodak's heyday dropped its decibel. All strategic framework failed since Kodak was "Disrupted", it became "Myopic".  In my opinion, it forgot what its real strength was. It was never imaging/ printing but its knowledge in specialty chemical. It knew the best chemical composition to capture the "Kodak moment". Never the less, in the moment of silence, it found thyself and continued its journey. Today, d