Beating existing hierachical systems

I just got my pre-ordered book from Dan Bigham, Start at the end: How reverse-engineering can lead to success. Dan is the brain behind one of the most exciting and innovative sporting stories in recent memory; how four friends from Derby took on the world’s national teams at track cycling’s individual and team pursuit, and won.

In the book, Dan argues that…

‘Every hierarchical system based on performance contains some element of complacency, of lazy thinking and of vested interest. That means these systems can be beaten.’

Dan Bigham

Dan suggests taking the reverse engineering approach of committing to an ambitious goal, identifying precisely what it takes to achieve it, identifying where you are now, and creating a plan to bridge the gap.

Reverse engineering

Reverse engineering is a process that can be used to learn anything given enough time. The goal is to make a big jump in performance based on a target endpoint. 

  1. Set a goal
  2. Take it apart – know precisely what it will take to achieve that goal
  3. Assess your resources – what you have and what is missing
  4. Develop your tools needed to bridge that gap
  5. Set the plan into motion – creating positive feedback loops
  6. Deliver the performance

Once you have achieved your goal, and if you choose to stay in the same environment and team, you need to move to continuous improvement.

Continuous improvement

Continuous improvement is the pursuit of minor incremental improvements to keep you at or above your previous goal. A famous example of this approach is Masaaki Imai’s book Kaizen (Kai = ‘change’, Zen = ‘for good’):

  • Teamwork
  • Discipline
  • Organisation
  • Standardisation
  • Quality cycles

To make continuous improvement work, there needs to be a feeling of psychological safety. A culture of risk-taking and creativity is developed through the freedom for team members to make mistakes. This fearless culture empowers employees to contribute ideas and feedback, knowing they will be taken seriously.