Benemérita Universidad Autónoma de

Puebla
Facultad de Ciencias de la Electrónica

PROYECTOS I+D II

Dr. Benjamín Calderón Flores

" Second Discipline : The 4 Disciplines of Execution"

Lázaro Pamila Ednna

201521626

SPRING 2019
 S ECOND D ISCIPLINE

"Act on prediction measures".

The second discipline is to invest more energy in the activities that drive the
prediction measures. This will allow you to improve historical measurements by
applying a lever effect. Discipline 2 deals with influence. Prediction measures are
the way to "measure" the activities that have the most influence on the goal.

While the historical measures tell you if the goal has already been reached, the
measures of prediction let you know how likely it is that you reach that goal. Thus,
You can control this type of indicators almost completely.

The long-term plans created by most companies tend to be too rigid lack the ability
to adapt to the needs and environments changing the world of business. It is not
surprising that after a few months these plans end up forgotten and covered in dust
on a shelf in your office.

These plans end up forgotten and covered in dust on a shelf in your office. Discipline
2 consists of something very different, since you will have to define daily or weekly,
which, when you reach them, will bring you closer to your goal. This means that your
team can identify the most influential actions to promote said prediction indicators
every day or every week.

HISTORICAL MEASURES VS. PREDICTION MEASURES

Let’s explore in depth the differences between historical measures and those of
prediction. The former can be defined as the scale of measurement of the results
what you want to achieve We call them that because, at the time of obtaining the
data, the results can no longer change: they are history. The formula from X to Y in
such a period of one MCI is a historical measure, but MCIs are not the only measures
of this kind what’s around him The whirlwind is full of historical measures such
as income, accounts payable, inventory, hospitalization fees and use of resources,
among others.

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The prediction measures are different: they anticipate the result. They meet with
two primordial characteristics. The first is that they are predictive, that is, it is
possible anticipate that if they change, historical indicators will also do so. The
second is that it can influence them; the team can have direct influence on them.
This implies that a working group can establish a prediction measure without
relying on others.

In Discipline 2 you will create prediction measures. If you act on them, will become
the propulsive force you need to reach the MCI. In the months following your team
will invest a constant amount of energy to move these indicators and, as we have
seen in hundreds of companies, this investment will be key to have success.

PREDICTION MEASURES CONTRADICT INTUITION

There is a problem associated with prediction measures: with what measures do you
usually to become obsessed with leaders, with historical or prediction? It is possible
that in your career as a leader has concentrated on results, even when I could not
do nothing to modify them. You are not alone. Think about your last meeting with
the other leaders of your organization. What did they discuss, analyze and plan?
About the measures historical and their inability to improve them.

We witness this syndrome every day all over the world and in many aspects of life.
The sales leader is obsessed with the net income, the service with the satisfaction of
clients, parents with the qualifications of their children and the people subjected to
diet with the scale. In almost all cases, obsessing about historical indicators does
not It brings good results.

There are two reasons why most leaders do this. The first is that historical measures
indicate success; they are the results that must be achieved. The second is that the
data of this type of indicators are easy to obtain and are more visible than those of
the prediction measures. For one it is very easy to stand on a scale for know its exact
weight compared to the effort involved in keeping track of the calories consumed
in a day and those burned in an exercise session. These dates they are difficult to
obtain, and maintaining them requires real discipline

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There are two reasons why most leaders do this. The first is that historical measures
indicate success; they are the results that must be achieved. The second is that the
data of this type of indicators are easy to obtain and are more visible than those of
the prediction measures. For one it is very easy to stand on a scale for know its exact
weight compared to the effort involved in keeping track of the calories consumed
in a day and those burned in an exercise session. These dates they are difficult to
obtain, and maintaining them requires real discipline.

Prediction measures also serve to reduce the element of surprise that a exclusive
focus on historical measures usually imply. Imagine the following stage. You and
your team have worked hard to increase the level of satisfaction of its customers,
an index that represents its most important task and of which depends your bonus.
When the results finally arrive, your reaction will be one of these two (in the words
of our clients): "Fantastic!" or "What’s wrong!" In the end, it does not matter how
react, there is nothing you can do to change the results. They are thing of the past.
That same client pointed out: "If luck plays a fundamental role in your career, then
he is obsessed with historical measures. "
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