The iSixSigma blog features an interesting post by Andrew Downard on “Being Right“:

There are countless business books out there that present good reasons why it is not necessary to be 100% right all the time. Beyond being unnecessary, I think being completely right is highly over-rated in the context of business. Being 80% right and good at executing is probably more than sufficient in most cases. Not all cases, of course, but most. Being 50% or even 25% right and good at executing is certainly better than being 100% right and unable to execute.

I may not agree with the figure of 25%, but agree wholeheartedly with the spirit of the message:

The real value of any ‘process improvement’ program is forging a common approach and methodology across the organization, and ensuring that the required infrastructural support is available.

In the past year alone, me and some of my team members, have been exposed to various workshops on Six Sigma, Lean, TRIZ and CEMM (BPM).  The obvious question on returning from any of these is – Which is the best solution-approach to adopt?

One of the workshop’s trainers actually answered this question by narrating his encounter with Jack Welch.  Reportedly, when asked something similar, he’d once remarked: “When you’re in trouble, any thing will work!”