What Bill Dettmer will teach in his Logical Thinking Process 6-Day European training, June 2015 in Paris?

Bill Dettmer, renowned world expert and author of the bestseller “The Logical Thinking Process” (ASQ Quality Press, 2007) will host a 6-Day executive training session designed to enable participants to use the Logical Thinking Process (LTP) to build their own strategic plan and its associated implementation road-map. The course is in central Paris from 10th to 17th June 2015 with a weekend break.

Logical Thinking Process (LTP), as the name suggests, uses sound logic and a set of tools or processes to provide executives and system managers an effective method for designing organizational strategy, planning its deployment, evaluating its effectiveness, and making corrections as needed in the shortest possible time.

The associated tools, usually called Thinking Processes (TP), are:

The LTP can typically produce a completed strategy within a matter of weeks, including the required deployment tasks and activities. It provides an easy way for executives to monitor progress of strategy deployment. In the problem-solving mode, resolution of complex system problems has been designed in as short as a few days and no more than several weeks (the time required for solution implementation varies with the nature of the situation).

The two most significant challenges leaders and senior managers face are creating and deploying an effective organizational strategy and solving complex system problems:

  • Where do we stand today?
  • What will be needed for tomorrow?
  • What is holding us back from achieving new levels of success?
  • What should we do about it?
  • How can we change direction?

These are all questions that traditional methods of continuous improvement are ill-equipped to address. Strategy development and complex problem solving represent opposite sides of the same coin.

The Logical Thinking Process (LTP) is an integrated set of logic trees intended specifically to answer four essential questions crucial for both strategy development and problem solving:

  • What is the benchmark of desired system performance?
  • Why is the system not already achieving that benchmark?
  • What should be done differently to achieve the benchmark?
  • How should changes be effected?

Bill Dettmer himself explains and invites:

Bill Dettmer, who I was fortunate to meet in November 2014, has applied the Strategic Navigation and thinking process in both manufacturing and services with Fortune 500 and other companies, government agencies, and not-for-profit organizations around the world.

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