The Jerome Principle

In life as on holiday...

My favourite book of all time, Three Men in A Boat was first published in 1889 and tells the "true" story of three men and a dog who for reasons of overwork decide that they should row a boat up the Thames from London. I read it for the first time when I was a child, more than 20 years ago and every few years since. It is at times charming, interesting and very, very, funny. It contains useful lessons on diverse topics such as healthcare, musical instruments and work, "I like work, it fascinates me. I can sit and look at it for hours.".  My favourite quote comes from Chapter 3 as the protagonists pack for their adventure and debate what to bring:

"We must not think of the things we could do with but only of the things we can't do without."

Jerome K. Jerome

Even the first time I read this I was struck about its elegant simplicity. We waste so much time and effort in many nice-to-have items while we only really need and care about a necessary few. Throughout my education I have seen this theme re-occurring many times. Mechanical Engineering  introduces to efficiency as a ration of inputs to outputs when dealing with machines. Social psychology section refers to Maslow's hierarchy of needs when dealing with people (where higher level needs like self-actualisation became unimportant if basic physiological needs are not met). However, it is in lean six-sigma that Jerome's principle finds strong resonance. 

Let your boat of life be light

It is as easy to add complexity, red-tape, inefficiency and "lumber" to processes as it is to pack an unnecessary book to your bag when travelling. In my experience the excess baggage in any process stems from the same sense of uncertainty and fear as not knowing if you will be stuck in an airport without anything to read. Unfortunately the problem is exacerbated when the person who determines processes is disconnected from those who must execute them repeatedly. When I overpack my own suitcase it is my shoulders that pay the price - when others do the carrying for me I do not notice so much. As a result it is important that changes to processes are made slowly and reviewed frequently - what works well in one environment may become burdensome in another. Use the Jerome Principle, include only the necessary and if really you have to bring a book, make it Three Men in a Boat.

 

Creative Commons Photo by Andrew Macpherson

Bright as a BTN

Thinking Brightly

Last October some friends and I established the Agile and Entrepreneurship Meetup in Dublin. We have had the privilege of meeting and learning from people who work to find new and innovative ways of doing things. What strikes me, rightly or wrongly about these amazing people is the way they think about problems as opportunities to solve. 

This blog aims to support and inspire similar bright thinking. My background is in mechanical engineering, software development and project management. I enjoy decisions made based off data and seek new methods to collect and analyse data. I am an advocate and regular user of rapid experimentation to seek continuous improvements. Finally I enjoy reading business and management books.    

What's BTN?

The world probably does not need another three letter acronym. Long ago I was wedged into a sweaty heaving tube carriage in London on my regular commute. I thought to myself "there has to be a better way - I just don't know where to start". I looked down and on the ground by my feet was a solitary button that had fallen from someone's jacket or coat in the regular melee of the Jubilee line. "Well," I thought, "let's start there, it's Better Than Nothing."