First Metre - only connect... the people with the purpose
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introduction

The First Metre Explained



"I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity.”   
       Oliver Wendell Holmes, Jr (1841 - 1935)





In the delivery of products and information the final part of the process - the 'last mile' – is traditionally said to be the most difficult. But is it really?


Look at the very start of the process – the 'first metre'. Success here relies upon communicating ideas, facts and decisions both clearly and simply before they are enshrined into standard operating procedures, fixed software programmes or customer service routines. Get the ‘first metre’ right and you’ll find truly elegant solutions sooner and more reliably. Get it wrong and you’ll waste money, time and spirit as your competitors overtake you - and you just stumble steadily towards a second-best solution. 


Since all business revolves around people first, and technology second, it is essential that an organisation’s processes are carefully structured to operate predictably and efficiently. There can be no room for chance or guesswork. As computer system failures over the past decades have vividly demonstrated, regularly and at enormous cost, advances in technology have too often blinded business leaders to using the store of knowledge freely available to them in-house. Technology, however highly regarded, is no substitute for talented brainpower. 


With Management-NewStyle’s First Metre approach management can provide everyone within their organisation with a simple technical means to tap this knowledge bank and orchestrate the process journey efficiently, thereby delivering a performance that is ‘on target with minimum variation’.* 



Systemic thinking combined with process aligned working, the essence of the First Metre approach, delivers powerful new insights to individuals about how they can contribute to transforming both themselves and their organisation from being inward-looking to outward-serving. 


* World class quality was defined in September 1960 by Genichi Taguchi (1924 - 1991) as being: “On target with minimum variation.”