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My eleven-year-old daughter made me think about courage. We had just practised a song, recorded it, and sent the recording with her application to the city theatre to apply for a role in a musical. Regardless of whether she even gets an audition, it felt like an incredibly courageous thing to do. I think there is something deeply similar in us - more than just our height at the moment. To me, it feels like a shame to let possibilities fail simply because one did not try. In fact, in my personal philosophy, it is often a greater shame to leave things undone than to fail. That is my mindset both in my work and outside it. I experiment. I try things. I wrote a fantasy novel or actually two, Wave Protocol  Book 1 and Book 2 to be a series. I released music on Spotify. I have done other things that might sound a little crazy to some. Does all this require courage, or is it simply curiosity that pushes one to try despite the fact that the ego may get bruised every now and then? Is it dangerous? You tell me. What does courage (and creativity) have to do with Quality? Courage has a great deal to do with Quality. I would even claim that without courage, quality cannot truly exist or at the very least, it will begin to deteriorate. The amount of courage required naturally depends on the level of psychological safety in an organisation. But imagine a workplace where no one dares to say that a machine might burst into flames if tested, or that a wheel could come off a vehicle if someone were to drive it. Often, it is not that dramatic or visible. Sometimes it is much quieter. Someone might get scared and need a year or two to recover. During that time, they may lack the confidence to speak up when something critical goes wrong. Quality does not fail first in processes or metrics. It fails quietly, in the moment when someone decides not to speak. Both small and large acts of courage are the true building blocks of Quality. ps: I am a fan of my daughter and she sounds so fantastic when singing Zombie .

Today, while listening to Simon Sinek on YouTube the way I sometimes do – background thinking while cooking this time – something unexpected clicked. A moment of reflection and recognition. My pursuit of better quality follows the exact same principles that Sinek and Tony Robbins use when they talk about success. They speak as masters from their worlds, and I speak from mine, but the underlying thinking is the same. They give words to something I’ve quietly done for more than twenty years. Sinek talked about the difference between passion and stress. “Working hard for something we don’t care about is called stress. Working hard for something we love is passion.” And that went straight through me, because that has always been my experience of quality. The real quality work has rarely been stress for me. I love what I do. Truly. If you care deeply, the effort becomes something else entirely. Tony Robbins says the same in his own way: where your focus goes, your energy flows. And when you put your focus on the things you love, they start to grow almost without you noticing it. It becomes a direction, not a demand. Don’t Think the Elephant – Think the Quality You Want But the real insight today came from Sinek’s comment about what not  to think. Don’t think the elephant, and of course you think of the elephant. Tell a skier not to look at the tree, and they hit the tree because that is what fills their mind. Tell yourself not to worry, and suddenly worry fills the whole room. We humans are terribly literal in that sense. We see what we name. We move towards what we place in front of our eyes. Even if it’s something we want to avoid. And this is where everything came together for me. What has this to do with quality? Everything. If you repeat to yourself and to your organization what might go wrong, the mind starts walking in that direction. If all your attention goes to errors, your whole field of vision becomes errors. And then, slowly, almost quietly, a culture forms around fear and avoidance. People hesitate. They hide small problems. They don’t tell the problems that are already there. They stare at the tree. But when you talk about the quality you want  – clearly, concretely, even simply – people move toward it.When you make the good quality visible, it becomes something people can aim at. And when you describe what excellent quality actually looks like, it becomes reachable. Not theory. Not slogans. Reality. It sounds so obvious when you think about it like this. Of course people follow what they focus on. Of course they perform better when they see the path instead of the obstacle. Of course clarity beats fear. So why do we still, in so many workplaces, keep telling our organizations: Don’t make errors. Don’t fail audits. Don’t break the process. Why are we still pointing them at the tree? Maybe it’s time to change the whole direction of looking. Maybe it’s time to think the quality we want. Because once you see it, you can actually walk toward it. And hey, that is even fun! This also explains why, after more than twenty years, my learning has naturally bent from purely systemical quality into the direction of coaching and psychology. It makes perfect sense now.

Do you ever have a problem that should never happen again? A problem in your organization or in a product that makes you think: “Not this again.” Or have you been asked to join an 8D process? Maybe you work in sales, production, development — or you are doing your first one as a quality professional. We all start somewhere. 😊 8D ( Eight Disciplines ) is a problem-solving method and globally known. I’m really grateful that over 10 years ago I spent a full week in Germany learning it. Not everyone gets that opportunity, and while some parts were a bit boring, I still remember many examples. Why 8D? To get to the roots of a problem, contain it quickly, solve it, and prevent it from returning. So what exactly are these 8 Disciplines? Think of 8D as a systematic detective story. You solve the mystery of what went wrong, fix it, and make sure it never happens again. Let me walk through them. D0: Prepare and Plan (The Often Forgotten Step) Before starting, decide if 8D is the right tool. Not every problem needs it. Use it for serious or repeating issues. Gather initial information and evaluate: “Is this fire big enough to call the whole fire department?” D1: Form the Team You can’t solve complex problems alone. Bring together people who understand the product, process, customer, or data. Keep the team small but capable and make sure they actually have time to work on it. D2: Describe the Problem This is where most problem-solving goes wrong. People jump to solutions without understanding the problem. Use data, not opinions. What specifically happened? When? How often? How do you know it's a problem? Create a clear problem statement that everyone agrees on. If you can't measure it, you can't fix it properly. D3: Contain the Problem (Stop the Bleeding!) While investigating, protect your customer. Containment might mean: Sorting existing inventory Adding extra inspections Informing customers about delays Switching to backup suppliers These are temporary fixes – just enough to buy you time to find the real solution. D4: Find the Root Cause Here's where you become a detective. Use tools like: 5 Whys (keep asking "why" until you reach the real cause) Fishbone diagrams (what categories of causes could contribute?) Is/Is Not analysis (what's different about when the problem occurs vs. when it doesn't?) Don't stop at the first cause you find. Often there are multiple root causes, and you need to find them all. Test your theories – can you turn the problem on and off by controlling these causes? D5: Choose Permanent Corrective Actions Now that you know the real causes, what will you do about them? Develop solutions that address the root causes, not just the symptoms. Important: have a backup plan! What if your first solution doesn't work? And always consider the side effects – will fixing this problem create new ones? D6: Implement and Validate Put your solutions in place and prove they work. This means: Implementing the changes carefully Training people if needed Monitoring to ensure the problem is truly gone Removing the temporary containment actions from D3 (don't forget this step!) Use data to prove your solution works. Run trials, measure results, get customer feedback. D7: Prevent Recurrence This is about being smart – if this problem happened here, where else could it happen? Update: Procedures and work instructions Training materials Design standards Supplier requirements Quality check points Share your learning across the organization. If the production line in Factory A had this problem, Factory B probably needs to know about it too. D8: Congratulate the Team This one often gets skipped, but it's important! Recognize the team's effort. Share the success story. Problem-solving is hard work, and people need to know their effort was valued. This also helps build a culture where people want to participate in future problem-solving efforts. The Reality Check Here's what they might not tell you in training: 8D takes time and discipline (hence the name). It's tempting to skip steps, especially when management is breathing down your neck for a quick fix. But skipping steps is like building a house without checking if the foundation is solid – it might look fine at first, but problems will come back. The good news? Once you've done a few 8Ds properly, the process becomes natural. You start thinking in this systematic way automatically. And the problems you solve? They actually stay solved. When Does 8D Make Sense? Use it when: Customer complaints arrive (especially if they're angry) The same problem keeps coming back Safety is involved The problem could damage your reputation The cost of the problem is significant Skip it when: The solution is obvious and simple It's a one-time human error with no systemic cause The effort would exceed the benefit 8D is a tool, not a religion. Use it when it makes sense. Closing Thought Quality work is always done by people, not by templates .8D simply gives a structure that helps teams think clearly, act quickly, and prevent problems permanently. And yes, quality is always within your reach. If you want a simple one-page version of this, I created a free 8D Cheat Sheet you can download from my Resources page .

What is the best reward you have received when working towards better? I noticed that I don't need to think long. My best reward is a specific memory that I cherish always with a smile. During that time, I knew I had already built quite much knowledge and experience.  We had worked hard on improvements, and I could see crystal clear how those changes would reflect in the next year's statistics. I was so happy and confident that I set the target level dramatically better than the one for the year that was ending. Then, the "big quality boss" looked at my estimate. He got angry. "This is not how it works. Correct it back to the current level!" he demanded. I checked all the facts and reasonings of my estimate. I knew in my bones that I was correct, and I was going to prove it. The new year started, and the Year-To-Date (YTD) figures began in January and continuing next months, right where I had foreseen they would be. That was my reward moment. The satisfaction burned into my mind, a memory I can never forget. This, even that the boss never much commented the difference of target and the reality. The Magic of Foreseeing Even today, I return to those feelings. I believe it's those exact feelings, combined with the image of that graph that unfolded exactly as predicted, that motivated me forward for years. I never shortened the timescale; I kept tracking the results for years  as I wanted to show with visible proof to myself and the entire organization that there is magic in systematic quality work  and what we had accomplished. Of course, the graph is now long since just a memory, but what a powerful memory it is! I can imagine the last version of it as paper in my hands. It set my future, fostering a deep belief in the power of practical, systematic work and the ability to truly see future situations. Much later in my career, I came to know my absolute favourite word: Foresee.  How beautiful it is! You can foresee more than you think. You can foresee what might go well or what might go wrong, especially when looking at the process together with a collaborative team. You can foresee what the quality levels might be. You never have a crystal ball to look into, and everything is, of course, an estimate. But you don't need magic when you do your best, systematic work. Surprises will always come, that's how the world turns. The key to quality is to simply be prepared and curious about the future.

I watched a TED Talk about how the best presentations use ugly sketches. Linework illustration of change and developement by Outi O It made me smile, because I think when illustrating power point slides I've lived that idea many times without naming it. Ugly sketches it is. I put here this "painting" that started one happy evening. I didn't plan it much, just started drawing my little red figures on three blue lines. That blue lines is, by the way, 2,5 euros painting from flea market. No big problem to ruin or make into something. Part of my weird hobby. It was fun, it worked, it said what came to my mind. Well, even though the ink didn't last when erasing visible pencil marks. What a failure, I had to learn what colour lasts on painted wood. Now I know and have that kind of markers. Failing is learning indeed. :) But in quality work and art it is the same. Clarity grows when we stop polishing and start showing and telling stories. We draw to understand. We share to make things move. I took maby a year ago a web course about drawing stick dudes. :D Ok, it was much more than those, but that you really don't need to be perfect to create illustrations to presentations. Visual thinking is free for everyone. It needs curiosity and a bit of trust that others will see meaning even in rough lines. It works, perhaps. And what would be more valuable to get the thought clear to some more persons. So maybe the most practical quality tool isn't a template or a form. It's a pen, some trust and bit of courage. #creativity #continuousimprovement #visualthinking

It would be too easy to say that I wish I'd known everything I know now about quality twenty-plus years ago. I would have been able to do so much more! Well of course I would have made wonders then, but perhaps I can help you, especially if you are new to quality. Let me picture you... Ready to improve - illustration by Outi O You just got handed a side responsibility for quality. Someone else was doing it, but now has more on their plate and needs to pass quality to somebody else. You raised your hand (or didn't). Now you have some quality system, some instructions and not totally happy customers you need to convince to trust that your organization delivers. "Where do I start," you perhaps think. Does this sound familiar or someone you were ten years ago? Looking back at young Outi (me) and others who take on this challenge with or without formal education, I believe some experience sharing could help. I would have wanted to know how little written documents mean if you don't get people to want to do something AND how you can connect with people. There are so many words that could be left out of the documents when you don't yet know that people don't read further than one page and how much weight those first three lines carry. Oh yes, I will write here many times and places how 3 is magic number. I would have wanted to understand how much freedom standards actually give you in choosing HOW to fulfill requirements. It's almost absurd how new people read standards - and the nonconformities you get in external audits. Hopefully there are audits also by customers. They are pure gold for learning. I would have wanted to know what REALLY makes customers trust you. What matters, what's meaningful, and what's wasted effort. Quality isn't about sales speeches (apologies for using these terms), but about living quality into reality, keeping your promises, and continuously improving how you work. Still after all these twenty-seven years in quality (who's counting), these three lessons still guide a big part of my work. I think it is worth to look those deeper in some blog posts. What would you like to know or would have needed to know back when starting your journey with quality? #QualityManagement #ContinuousImprovement #QualityProfessionals #LeanThinking #QualityMatters

What happens when quality professional and blog writer gets curious about AI? Meet Pathie - my experimental AI assistant. Why Pathie? Sharing my vision and experience in quality is one of my favorite hobbies. So it felt natural to extend that curiosity to something new. After all, in your own blog… there are no restrictions, right? I started wondering: What exactly is an AI assistant? And what if I could create a positive, inspiring AI spirit — someone who could guide anyone interested in getting real, practical results? I used a free tool (Chatbase) to test the idea. I trained it with content from this blog, and suddenly… Pathie was alive . Curious, warm, and sometimes a little too  eager to explain things. I’ll work on that part. 😊 It took just one day — using the same systematic approach I use in quality improvement: ✔️ Small steps ✔️ Clear goals ✔️ Testing what works What Pathie can do? Pathie is here to: ✅ Answer questions based on the blog content ✅ Share insights on continuous improvement, clarity, and systems that support people ✅ Offer a conversational way to learn — without pressure Pathie doesn’t know everything (yet), and I’m not selling anything through her. But she’s part of a bigger picture I’m building — and honestly, it’s so fun  to experiment. The Bigger Realization Creating Pathie reminded me of something important: We all need a safe, simple way to explore AI. Especially adults who want to stay relevant, curious, and confident — even if they don’t work in tech. That’s why I’ve also been experimenting and building with my husband a beginner-friendly and practical AI course for adults . It ’s practical, empowering, and based on real examples — like Pathie. I’ll share more about the course soon. Want to try Pathie? You’ll find her chat bubble in the corner of every page. Ask something like: “What is the Practical Quality Path?” And let the conversation begin. ✨ Want updates on the AI course? Stay tuned — or subscribe for future posts.

How wonderful it is to focus on results - major results! I mean happier customers, solutions to challenges, rewarding work together and trust among different parties. Those are in the core of quality and have been the motivation and inspiration for me for so long. How could have I known that couple decades ago I instinctively found my profession which I fell in love and still love. It doesn´t mean that it is always easy and smooth, it is more like intriquign daily evolving challence that still makes me smile and ignites new sparks to learn more and more and more. What is quality? For me it is trust and continuous learning. It is that customers have trust in you and that within your organization there really is trust. It is also never ending learning and continuous improvement is the soul of quality. Somebody else could describe quality differently and yes, there are many aspects in quality, but the most precious ones are trust and continuous learning - which lead to real results. And without asking I decided to take the opportunity and start to write about the practical patht to great results. I could say quality results, but as quality is in the core of customer experiance, the subject is as wide as we want to see. Continuous improvement covers so much. Welcome! See you in varius ways in the practical path to very good quality.

And why this methodology transforms business results. Adventure minigolf competition in Vaasa Two days ago, I won my sixth Finnish Championship gold medal in minigolf—my first victory competing on Adventure Golf tracks. But this wasn't just another win. It was proof that systematic quality methodology works far beyond normal organizational development. With only 1.5 weeks to prepare against competitors with years of experience on these tracks, my husband (our strategic coach) and I had to be smarter, not just work harder. The Challenge: Maximum Results, Minimum Time Adventure Golf tracks were completely new territory for me. Usually we play minigolf much more starting on felt tracks where we normally start practicing in early spring, but this year we began late in June. Now, with almost no preparation time, I faced a totally new track type. Our competitors? National team players with more Adventure Golf experience compared to my zero. The traditional approach would have been: practice everything equally, hope for the best. Our approach: apply proven quality methodology under pressure. The Two-Question Framework We built our strategy around two simple questions I use in quality/process/improvement work: "Could this be done simpler?" "Do we have a risk here that this could fail?" But we added a third dimension that made all the difference: "What's the real cost if this goes wrong?" Strategic Implementation: The 1-Point vs. 6-Point Rule Here's where most people—and most businesses—get it wrong. They treat all problems equally. My husband calculated the risk potential of each track: How many extra shots could a mistake cost? 1-point mistakes : Minor technique errors on easy tracks, slightly off approach 6-point disasters : Wrong strategy choice, equipment failure, catastrophic misread This changed everything. Instead of spreading practice time evenly, we: Invested 80% of time  on tracks with highest disaster potential Developed fail-safe strategies  that prevented 6-point mistakes Accepted some 1-point risks  to focus on what really mattered (although at very end we started to focus to also to these quick wins) The Results: Methodology Over Experience I won by three shots, defeating several national team players who had extensive experience on Adventure Golf tracks in Finland and abroad. The Business Translation This same framework transforms organizational results: In Business Planning: 1-point risks: Minor process inefficiencies, small budget overruns 6-point disasters: Major client losses, product launch failures, regulatory violations In Project Management: 1-point risks: Meeting runs 10 minutes late, minor scope creep 6-point disasters: Missing critical deadlines, wrong requirements, team conflicts In Quality Systems: 1-point risks: Documentation formatting, minor non-conformances 6-point disasters: Product recalls, safety failures, system crashes The Methodology: Apply This Tomorrow Identify all potential problems  in your current project/goal Calculate real impact : 1-point inconvenience or 6-point disaster? Invest prevention time proportionally : 80% effort on preventing disasters Simplify approaches  wherever possible Accept minor risks  to focus on major ones Then when still time, focus on quick wins. Why This Works Most people spend equal time worrying about typos and potential disasters. This methodology forces strategic thinking: Clear priorities  based on real impact Resource allocation  that maximizes protection Simple strategies  that are easier to execute under pressure Systematic approach  that beats experience + chaos Your Next Challenge What 6-point disaster (or major 4-5) are you ignoring while fixing 1-point problems? Where could systematic thinking give you an unfair advantage over more experienced competitors? The questions remain the same. The applications are limitless.

(And what that has to do with quality, AI, Finnish Championship competition at Vöyri and solving real problems) A few weeks ago, I wrote about winning my 6th Finnish Championship in adventure minigolf—and how a simple, analytical approach made the difference. I didn’t expect to write another post so soon with almost the same title. But here we are: last weekend, I won my 7th Finnish Championship , this time on felt tracks , with an enhanced strategy  and a stronger focus on the mental game . I wasn’t in top form for this course. But just like in quality work, success came down to this: → Be brutally honest about the real problem. Then find the tools that truly help. The same method - but deeper this time We followed the same strategic principles as before—almost like managing business risks: Invested 80% of practice time  on tracks with the highest disaster potential Developed fail-safe strategies  to avoid 6-point mistakes Accepted some 1-point risks  to stay focused on what really matters And yes, went after quick wins  when time allowed But felt tracks—especially in Vöyri—require much more technical consistency. To be honest, this has never been my strongest course . We also hadn’t trained as much as we should’ve since spring, and we were missing competition routine. Not ideal. So I had to face another layer of challenge: my own mindset , especially during the first round , where I usually collapse under self-made pressure. Facing my biggest weakness—with AI coaching To deal with that, I did something new: I opened up to Claude.ai , a large language model like ChatGPT. I described my situation with total honesty: my challenges, strengths, and that first round with ever frustrating third track that usually starts the breakdown. Especially when I’m not in my best physical shape, small struggles can quickly feel like mountains. That honesty was crucial. If you base your plans on inaccurate data or wishful thinking, you won’t solve the real problem—not in business, not in sports, not anywhere. My three mental tools for performance flow Together with Claude.ai , I created a preparation plan tailored to me. These were my three main mental anchors: Evening prep  — mental exercises and yes, even choosing shoes that help me feel grounded. Theme song  — Englishman in New York  by Sting. His stage presence and rhythm helped shape my posture and mindset. Mindful curiosity  — At the start of every track: feel my feet. Get curious. Ask: how does this feel when it works? It worked. I had the best first round of my life —compared to how it usually goes. That alone was incredibly inspiring. I had overcome my biggest mental barrier. But then I crashed again The second round collapsed after a distraction threw me off. The third round became survival mode. I finished the day still in the lead—but just barely. And then I did what we often forget to do in business when something goes wrong: → I stopped blaming. I started working. Reflect. Learn. Adjust. - How did I overcome the first day breakdown? Okey, if you mess something up—if you fail—you try again. You don’t blame anyone, not even yourself. You learn. So I returned to Claude.ai . I reflected honestly: what had happened, how I felt, where I got stuck. Together, we worked through the “flow killers” and identified real antidotes. We came up with a new mental plan. Not just motivational fluff, but a practical system I could use. Two new mental anchors I added two physical and mental tools: One for entering peak flow state  – using the image of Sting’s stage presence to shape my posture One for recovering from distraction  – a physical anchor: squeezing my earlobe These may sound unusual—but they were based on me, my rhythm, my way of thinking. And they worked. Championship results—with new tools The system held. I won the championship—this time by 15 strokes . What helped most wasn’t just technique. It was truthful reflection , and the courage to try new tools . You don’t get new results by using only old methods. What does this have to do with your business challenges? Everything. Next time you’re facing a tough situation at work—a messy quality issue or a stuck strategic decision—ask yourself: Are we being honest about the real problems ? Are we using the right tools , or just the familiar ones ? What would happen if we tried a new approach  based on truth, not assumptions? That mindset— truth + tools —can be the difference between another rough round and your best performance yet. And still I ask myself: Is my truth the whole truth?

Even working within a large technology organization, I find myself thinking in smaller units. Why? Because big anything is overwhelming—and big organizations are just collections of smaller parts that need to work well together. This is especially true for small and medium-sized companies, where it's easier to see that quality doesn't need complexity. It needs clarity. The Energy Trap Most Companies Fall Into Here's the choice every company faces: You can create a quality system that consumes all your energy just to maintain it, or you can save that energy and actually get results. Which would you choose? Some (most?) SMEs choose the energy-draining option without realizing it. They implement elaborate procedures, extensive documentation, and complex approval processes because they think "more robust" equals "better quality." Instead, they get exhausted teams and systems nobody actually follows. The Two-Question Revolution What if better quality started with just two simple questions? "Could this be done simpler?" "Do we have a risk here that this product will fail?" That's it. Two questions that anyone on your team can ask about any process, any decision, any workflow. Why This Works These questions create what I call "quality habits"—automatic thinking patterns that prevent problems before they start. When your team habitually asks "Could this be simpler?" they naturally eliminate waste and confusion. When they ask "Do we have a risk here?" they catch issues while they're still fixable. You don't need a quality department to ask these questions. You don't need extensive training or certification. You just need consistency. Making It Stick The questions can vary according to your specific goals. Maybe yours are: "Does this serve our customer?" "Is this the fastest way to get the right result?" "What could go wrong here?" The power isn't in the perfect questions—it's in developing the habit of asking some  quality-focused questions consistently. If you take even one question and make it stick as a team habit, you've already secured at least one clear direction on the path to excellent quality. The Path Forward Systematic steps, consistent habits, and well-understood customer needs will take you further than any complex quality system ever could. Start small. Ask better questions. Build habits that last. The quality will follow. What do you think? Try this two-question approach in your organization for one week or two and see what happens. I'd love to hear your results.

Actually it is very simple. You need targets which you try to reach, but targets need to be focused to the correct direction and vision which you want to reach at some point. Shall we end to this as it is so clear? Or think a bit further? Over 20 years ago (oh my god the time flies) I started to wonder that how would I ensure the progress. I was not yet experienced, organization was young and not even certified and I was just collecting the ideas and knowledge to be able make some results. I came up with solution that at first I took the organization vision or actually wrote down how I saw the organizations vision as there was non stated. It was easy to formulate for myself in a small company which was almost a family of people with same passion. The second step was that I had some ideas what would be good to achieve and I wrote those down for next 6 months. It was just a simple word file of one or maximum one and half pages. It was not fancy, but made really clear what should be done. Things were not in perfect order and much later in my career I actually noticed, that quite often you need to give things possibility to find their good timing, the best momentum to happen and cause much less stress. Third step was to just proceed with the roadmap. The real beauty in this idea which worked better than I could have originally imagined was, that I knew where to really target and when ever needed I could look to the vision to remind myself what is the correct direction. Every step from that roadmap was taking us towards the ultimate goal. Specially when you are new to development role it may be challenging to get the direction clear and get the progress rolling. That is the situation for us all, if perhaps the company is not so mature and there is not a clear plan already existing. In bigger organization you may start as a engineer with more restricted area of responsibility, but if you are in smaller company, you have the full playground and it may feel overwhelming. Yearly targets, hopefully many of those process targets, are great help in all, but I truly hope they are aligned with the ultimate goals. It is good to openly acknowledge that everyone of us is starting fresh and we need to make mistakes. Many ideas just do not work, but when something does not work, then we have a clue what to do or try differently. These words bring a smile to my face, because afterwards it is so refreshing and somewhat embarrashing to think some situations and what could have been done differently in the past and that there are so many mistakes still ahead. Many times organizations are taking steps bit to that direction and then slightly to the other directions and it slowers the progres, even that there is progress. Work is done and progress, but as a lazy and results oriented person, I would feel most rewarding getting the most benefit of improvement with least amount of work - every step towards the big goal. How would you feel? What's your way to ensure the progress?