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![Page 1: Breakthrough Strategy Today and Tomorrow Chatt Smith Stone & Webster Engineering Corp. Breakthrough Strategy Committee 2000 CII Annual Conference Nashville,](https://reader033.fdocuments.net/reader033/viewer/2022052707/5a4d1b497f8b9ab0599a4ebb/html5/thumbnails/1.jpg)
Breakthrough Breakthrough Strategy Today and Strategy Today and
TomorrowTomorrow
Chatt SmithChatt SmithStone & Webster Engineering Corp.Stone & Webster Engineering Corp.Breakthrough Strategy CommitteeBreakthrough Strategy Committee
2000 CII Annual Conference2000 CII Annual ConferenceNashville, TennesseeNashville, Tennessee
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““I think there is a world I think there is a world market for maybe five market for maybe five
computers.”computers.”
– Thomas Thomas WatsonWatsonChairman of Chairman of IBM 1943IBM 1943
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““640 K ought to be 640 K ought to be enough for anybody.”enough for anybody.”
– Bill GatesBill GatesMicrosoft Microsoft Corporation 1981Corporation 1981
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““CAD is not applicable CAD is not applicable to the Construction to the Construction
Industry.”Industry.”
– CII Board of CII Board of AdvisorsAdvisors19831983
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Breakthrough MissionBreakthrough MissionThe Breakthrough Strategy Committee will…The Breakthrough Strategy Committee will…– develop strategy/approach to identify and facilitate develop strategy/approach to identify and facilitate
activities to achieve breakthrough performance.activities to achieve breakthrough performance.– develop process that will insure adequate generation develop process that will insure adequate generation
of breakthrough, research, and other ideas.of breakthrough, research, and other ideas.– initiate continuing list of appropriate breakthrough initiate continuing list of appropriate breakthrough
opportunities.opportunities.– interface with other standing committees for CII core interface with other standing committees for CII core
processes.processes.– evaluate, identify, and obtain of funding for evaluate, identify, and obtain of funding for
breakthrough projects.breakthrough projects.– assess progress and results.assess progress and results.
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Breakthrough VisionBreakthrough Vision
““To establish a long-term vehicle in CII To establish a long-term vehicle in CII that continues to identify, nurture, that continues to identify, nurture,
develop, and harvest breakthrough in develop, and harvest breakthrough in capital project delivery for the capital project delivery for the
substantial benefit of CII members.”substantial benefit of CII members.”
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We Have Defined Breakthrough We Have Defined Breakthrough As:As:
•Clearly dramatic change leading to Clearly dramatic change leading to major performance improvement (cost, major performance improvement (cost, schedule, or quality).schedule, or quality).
•Beyond “Best Practices” or incremental Beyond “Best Practices” or incremental improvement.improvement.
• Includes broad interpretation of:Includes broad interpretation of:– TechnologyTechnology– PracticesPractices– MindsetMindset– Truly effective implementationTruly effective implementation
•Potentially the realization of a BHAG.Potentially the realization of a BHAG.
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A BHAG is an outrageous, seemingly A BHAG is an outrageous, seemingly impossible objective, YET it:impossible objective, YET it:– is clear and compelling.is clear and compelling.– is a powerful mechanism to stimulate is a powerful mechanism to stimulate
progress.progress.– serves as a unifying focal point for serves as a unifying focal point for
breakthrough effort.breakthrough effort.– is way beyond incremental is way beyond incremental
improvement.improvement.
Q:Q: What is a BHAG?What is a BHAG?A:A: Big Hairy Audacious Big Hairy Audacious GoalGoal
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The Breakthrough ProcessThe Breakthrough Process
4D CADD4D CADDComposiComposite te MaterialMaterialssPipe Pipe MeldingMeldingInternet-Internet-Based Based DesignDesign
FIATECHFIATECH
First Part First Part CorrectCorrect AssesAsses
ssNurturNurtur
eeDeveloDevelo
ppHarvestHarvest
IdentifyIdentify
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Winnowing AwayWinnowing Away
NumbeNumber of r of
IdeasIdeas
Stage of DevelopmentStage of Development
3,000 bright ideas = 1 winner3,000 bright ideas = 1 winner((The EconomistThe Economist, February 20, 1999), February 20, 1999)
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Breakthrough as a Breakthrough as a Core Process in CIICore Process in CII
Input Ideas
Research
Breakthrough Implementation
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Innovations: Composite Innovations: Composite MaterialsMaterials
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Innovations Outside of CIIInnovations Outside of CII
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Enter the Visual 4th Enter the Visual 4th DimensionDimension
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Breakthrough Thinking Breakthrough Thinking
Real vs. DreamReal vs. Dream
Now vs. NeverNow vs. Never
Me vs. ThemMe vs. Them
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““It’s kind of fun to It’s kind of fun to do the do the
impossible.”impossible.”
– Walt Walt DisneyDisney