Prd 015 What are the critical questions I am not thinking to answer about my methods? Created by James on 6/23/2013 1:05:02 PM
I am continuing to see that virtually no-one is “getting” the value of what I am talking about.
I see a picture of something that is so valuable it is almost beyond belief and, so, almost nobody believes me and I am not sure that anyone understands me fully!
Following is a stab at some questions that I need to have answers to -- I think:
1. Is it REALLY different?
Why is the James A Robertson and Associates Strategic Engineered Precision Configuration approach based on Precision Taxonomies REALLY different?
Answer: Because it comes from a TOTALLY different point of departure – first principles engineering coupled with zoology, research, analysis of complex data, economics, software design and development, military combat planning training and administrative training, leadership, psychology, ore body modelling, mine design, etc – all mixed together without any formal exposure to the methods used by all the major players who have ALL cross pollinated one another with a particular paradigm that they are UNABLE to see out of
2. Who do YOU think you are James?
What on earth makes you (James) think that one man can have developed an approach that he claims is so radically better and yet no one else appears to understand it or see the need for it?
Answer: Somebody who has only recently realized that what I do is RADICALLY DIFFERENT AND BETTER to what everyone else is doing – I really only started to realize this was so much different and better about three years ago and it is only in the last year that I have really come to start attempting to fully understand what I do and how I do it and how it creates value – so I have hardly marketed this at all
3. What about all the major players?
Surely all the massive firms out there are capable of figuring this out? – there must be something that James is missing!
Answer: They are virtually ALL / ALL? locked into a paradigm that blocks them from understanding what I am saying – they cannot imagine that there is a RADICALLY BETTER way of implementing ALL the big brand ERP systems – it would be a massive admission of failure and most of them are NOT yet ready to admit that most of their implementations ARE failures – largely because they do not have this benchmark to compare against – nearly everybody is scared to hold up their ERP implementation against the promises that were made by the salesmen because nearly everyone knows they have fallen horribly short
4. What do you as an ENGINEER know about these things?
What does an engineer understand about economics or accounting or about ERP generally – that is the preserve of accountants and computer science people?
Answer: As a consequence of a diversity of factors that saw me exposed to all the things mentioned above (first principles engineering coupled with zoology, research, analysis of complex data, economics, software design and development, military combat planning training and administrative training, leadership, psychology, ore body modelling, mine design, etc – all mixed together without any formal exposure to the methods used by all the major players) AND saw me kept away from the traditional approaches used by the major players I have STUMBLED upon this approach over the last thirty years and finally am pulling it together today (2012)
Also, IF you are religious, I prayed to the Almighty for wisdom and understanding every day from the age of 12 to the age of 40 which is when I started doing this stuff
5. Why does this NOT sell?
If this is so valuable why is it not selling like hot-cakes? Why is almost no one buying it? Why is James NOT a billionaire?
Answer: Because I only realized it was unusual about three years ago and only really started to TRY and sell it about two years ago and I have been discovering that things that seem obvious to me are NOT obvious to anyone else and I have been doing projects and making mistakes and analysing and learning lessons and writing and writing and writing and I think I am now fairly CLOSE to be able to succinctly present this to clients in such a way that they will buy and also this needs very specialized software and we are slowly developing that software
What is this about software? How can you need software to configure an ERP AND to manage that configuration?
Answer: The whole approach uses a gamut of standards and conventions that I first developed in 1990 and which have been refined and polished in the ensuing years – these standards of taxonomy and code design require levels of consistency and precision that can only be reliably built and maintained by using software AND they lend themselves to the use of software to build more precise and powerful information models in the hierarchies and code schemes
7. So you are saying that the mainstream ERP products are NOT differentiated?
So, you are ACTUALLY saying there is virtually nothing to differentiate ERP’s and so the reason that “19 out of 20 ERP Implementations are NOT delivering what was promised” is because 19 out of 20 ERP implementations are configured in a manner that is completely wrong?
Answer: Yes, I am – I have been exposed to a wide diversity of sub-optimal to highly sub-optimal ERP implementations measured against my benchmark and when viewed through my lens all these products look basically the same – they are full of gimmicks but the fundamentals of how human beings interact with each other and with products and the world around them are ALL at a fundamental first principles level the same so ALL the big brand ERP’s look the same to me – using my techniques I can understand how to configure any ERP within a few days because I understand the fundamentals and can therefore extrapolate from my past experience to new software products
8. A NEW WAVE???
So you are saying this is a TOTALLY NEW wave of business information management?
Answer: Well …
if you put it that way …
YES, I AM!!
What I am advocating measures about 30 on a scale of 0 to 10 applied to other ways of implementing ERP – I am saying that what is delivered using my methods is AT LEAST 300% better than traditional methods when measured on the basis of executive strategic effectiveness and efficiency and on the basis of operational effectiveness and efficiency and I am probably under estimating that ratio, the value could well be EXPONENTIALLY greater but at this stage I cannot prove it
It is a RADICALLY NEW way of doing ERP which offers MASSIVE benefits to those who are prepared to make the substantial investment that is required to do it this way (but long term it COSTS MUCH LESS and generates much MORE VALUE)
I hope my answers to these questions have helped you to better understand what I am saying
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