When the rules don’t match reality. Does this lead to complacency?

IMHO – Modern day cars don’t achieve sticker promised fuel efficiency promises in real life on real roads anymore.
If they did, there would be less general commentary in the motoring press on the gap between sticker and real life and I would not have experienced this personally in a variety of cars from a multiple manufacturers.
Testing regimes therefore seem to be flawed as they  don’t achieve their core promise which is to simulate real world driving conditions on behalf of the consumer. 
Therefore, the degree to which this VW and BMW thing “exceeds” “regulations” should be kept in perspective given we all “know” that the numbers are nowadays “wrong” as evidenced by our inability to ever achieve the promises of the new car fuel efficiency sticker.

– question: what does it mean for an organisation if they choose to allow themselves to adhere to “rules” that dont match reality?

– question: what does it say about a regulatory authority when it knows thats its core processes and deliverables are broken even though its cause is noble?

– question: what regulatory environment are the market participants actually operating in? The formal or informal?

– CP: follow the cash back to who benefits from this mess
– #vanitymetrics
Lots of articles on this item. Example http://flip.it/VxGg4 

How too many rules at work keep you from getting things done.

I found this Ted talk interesting as Yves Morieux has found an engaging way to help visualise how cooperation between organisational members can be more important than  efficiency: clarity, measurement &  accountability. This video was a good use of my time and in it Yves argues that our focus on creating measurements and KPIs can easily derail human efforts.

I normally just read the transcripts of TED videos but this one delivers greater impact when watched in full.

Yves Morieux: How too many rules at work keep you from getting things done http://www.ted.com/talks/yves_morieux_how_too_many_rules_at_work_keep_you_from_getting_things_done

Keeping an Open Mind

The Oath of non-allegiance

“I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation.”

The Agile Manifesto

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

The worlds simplest code of conduct?

“Do the right thing, at the right time, without fearing the risks” 

Extract from article in Fin review 25/8/15 pg 27 By Lucy Kellaway

The only sentence in an employee code of conduct document. Powerful stuff.

The question that falls out of this for me is…

 “does your organisation live and breathe its values and is it culturally strong enough for it to have the courage to be able to rely on a simple statement such as “Do the right thing, at the right time, without fearing the risks” as its moral compass to help guide decisions? ”