|
Operating |
Innovating |
|
Creating today's revenue |
Creating tomorrow's
revenue |
|
Managers are in charge |
Leaders are in change |
|
Following rules |
Breaking rules |
|
Steps are mostly
linear |
Steps are mostly
non-linear |
|
Single route and
result |
Multiple routes and
results |
|
Driven by functional
teams |
Driven by
cross-functional teams |
|
Failures are punished |
Noble failures are treated as steps to success |
|
Reworking is waste |
Reworking is a part
of learning and moving forward |
|
Clear, shared goals |
Unclear, often
conflicting goals |
|
Clear front end |
Fuzzy front end |
|
Easy to measure |
Tough to measure |
|
Rich historical data |
Poor historical data |
|
Scientific
forecasting possible |
Scientific
forecasting impossible, simulation games are used instead |
|
Short cycle time |
Long cycle time |
|
Many common causes |
Many special causes |
|
Traditional players &
roles |
New players & roles |
|
Doing things right |
Doing right things |