A Man on the Moon
When John F. Kennedy became president in January 1961, Americans had the perception that the United States was losing the Space Race with the Soviet Union, which had successfully launched the first artificial satellite, Sputnik, almost four years earlier. The perception deepened when in April 1961, Russian cosmonaut Yuri Gagarin became the first man in space.
Convinced of the political need to make an achievement which would decisively demonstrate America’s space superiority, Kennedy stood before Congress on May 25, 1961, and proposed that “this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth.”
A CEO on the Moon
As Heath brothers put it in their book “Made to Stick”: ‘Had John F. Kennedy been a CEO, he would have said, “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives”.
Large organizations are by nature complex, but over the years they added layer upon layer of complexity to how businesses are structured and managed. In many, more energy is devoted to navigating the labyrinth than to achieving results.
Accountability is unclear, decision rights are vague, and frequently there is no clear idea of how to use large amounts of generated data. What seems like a simple question to a CEO can turn into a major exercise for hundreds of other people down the organization chart.
Longing for Simplicity
In recent years, corporations have put their business processes through rigorous scrutiny, with Six Sigma, Lean model, 5 Why’s, etc. While some processes are relatively well structured and controlled, many others haven’t benefited from improvement techniques.
Consider freight rate management in container shipping – pricing and quoting of freight rates haven’t evolved since last century. Many global corporations are still utilizing MS Word and Excel as main tools to execute commercial activities. That results in too much variability and makes the job extremely inefficient.
Can Technology help?
Many companies have found that trying to simplify processes through large-scale enterprise systems, often leads to diminished rather than enhanced productivity. Why is that? Simply, large enterprise system is a complexity in itself.
It takes several months (or rather years) to analyse, blue print, adapt, implement, re-write business processes and then re-write again, facing the reality and actual user feedback. It usually costs a lot of money, making it difficult for top management to admit that something went wrong and expected efficiency has not been achieved, thus creating anxiety and disappointment at the bottom of the organization chart.
Solution is in Simplicity.
“Before this decade is out, landing a man on the Moon and returning him safely to the Earth”. Keep it simple, even when it actually is about rocket science!
At Quotiss, we tackle the main problem of the industry from another side: instead of programming the technology to handle enormous complexity in a relatively decent way, we dramatically simplify freight management process, reducing the number of parameters in the equation.
We prove that freight complexity can be reduced by 99%, following the patterns discovered by Pareto 100 years ago.
Quotiss can generate 100% accurate quotes in a few seconds. It’s easy to use, tailored to the freight forwarding business and brings structure to the commercial process. Quotiss is created by logistics professionals for logistics professionals.
Contact us to schedule a demo – we will show you how to get your sales under control!