English Hacking

어제는 감기기운이 좀 있어서, 10시간 이상 그냥 잤습니다. 요즘같은 때는 그저 조심하는게 상책이죠.

The strategist’s method is very simply to challenge the prevailing assumptions with a single question: Why? and to put the same question relentlessly to those responsible for the current way of doing things until they are sick of it. This way bottlenecks to fundamental improvement are identified, and major breakthroughs in achieving the objectives of the business become possible. [...]
In a stalemated situation, it is very hard to bring about radical improvement through operational improvements, or doing more better. Such a stalemate usually comes about when both the cost and the effectiveness of striving of the key factors for success have reached the limit; the company’s efforts to enhance the KFS no longer produce any discernible movement in market share or profitability, and the company finds itself drifting slowly in one direction over the years, usually deteriorating in the process. When this stage has been reached, the search for strategic measures becomes imperative. As far as operational improvement is concerned, the necessary premise is, as we saw in Chapter 3, a steady approach to the KFS. But to break out of a stalemate, the strategist has to take drastic steps.
The first step is to postulate that the company may have been led to the present stagnation by adhering to what had earlier constituted the key to success in respect to a given product or market. The KFS of Toyota and of Kirin Beer have been economies of scale in production and distribution, respectively. But if a weaker competitor wanted to effect a meaningful alteration in the balance of power in regard to a particular automotive vehicle or beer market, imitating the KFS that brought success to the established giants would lead only to its being ousted from the ring in a simple trial of brute strength. Hence the question the strategist should ask is, Have the KFS, in fact, remained unchanged?
What is called for, in other words, is a thoroughgoing challenge to the accepted common sense of the industry. The commonsense notions to be challenged may be located in such areas as actual production (method or process), distribution (sales and service network), or product planning. The more directly one is involved in each of these operations, the easier it becomes to overlook the commonsense issues that are there to be raised. (The Mind of the Strategist, pp. 57 – 58)

저도 별로 몸이 좋지 않은데, 어제는 웹서버도 좀 불안정한지… 가끔씩 들어가봐도 별로 살아있는 것 같지 않더라구요… 몇 번 더 이런 일이 생기면 아마 다른 호스팅 서비스로 옮겨야 할 듯… 뭐, 그건 나중 문제고…

사업에서 대부분의 문제는 남들이 보지 못하는 문제나 해법을 보거나 찾아내는게 아니라, “될 때까지” 하는 끈기로 하는거죠. 저자는 발명이나 혁신도 마찬가지라고 말합니다.

The strategist’s method is very simply to challenge the prevailing assumptions with a single question: Why? and to put the same question relentlessly to those responsible for the current way of doing things until they are sick of it.

비밀은 만족스런 답이 나올 때까지 “왜”라는 질문을 계속하는 거라는 거죠. 경영뿐 아니라 인생의 많은 문제들이 그렇죠. 답이 안나올 때 답은 대부분은 끈기와 고집이죠.