CONTACTS 
0201 - The Wendling Group                                                                                                                                                 O-00000312 0101
020101 - Mr. Jim Wendling; Managing Partner

SUBJECTS
SDS Marketing Sales Contacts
Seminars/speeches as sales presentation
Making more money (Morris)
Correlation to accepted practice and
Information Management
Management productivity & Teamwork
Leadership & Change, 930119
Executive Training, 930726
Management Productivity Can Only Be
Business Model Executive Training Consulting
SDS Inquiry How to Make Money
SDS Inquiry How Improve Management Make Money

1414 -
1414 -    ..
1415 - Summary/Objective
1416 -
141601 - Follow up ref SDS 8 0001, ref SDS 7 0001.
141602 -
141603 - Received ref DRT 1 0001 per telecon at ref SDS 8 0000.
141605 -  ..
141606 - The Wendling mission and statement of services sounds like he is
141607 - working in the same area as SDS.
141608 -
141609 -    [On 930203 called and sent letter to Jim answering his question on
141610 -    how SDS helps improve earnings. ref SDS 9 0001
141611 -
141612 -    [On 930204 Jim called; sent SDS product information. ref SDS 10
141613 -    0001
141615 -     ..
141616 -    [On 930208 Jim requested testimonials to distribute at executive
141617 -    seminar. ref SDS 13 0001  Noted executives fear accountability.
141618 -    ref SDS 13 5L5M
141620 -     ..
141621 -    [On 930224 Jim distributed SDS brochures, and read testimonials to
141622 -    support executive training seminars. ref SDS 14 0001
141624 -     ..
141625 -    [On 010207 received letter from Jim asking about follow up.
141626 -    ref SDS 26 0001
141627 -
141628 -
141629 -
141630 -
141632 -  ..
1417 -
1418 -
1419 - Progress
142001 -  ..
142002 - How SDS Makes Money
142003 -
142004 - On 930123 Jim asked for an explanation in 25 words, of how SDS makes
142005 - more money for executives. ref SDS 8 LM7K
142006 -
142007 - Here is a shot....
142008 -
142009 -    SDS automates and integrates key management practices to increase
142010 -    speed and accuracy so executives can plan, communicate and follow
142011 -    up consistently.  This improves personal effectiveness and
142012 -    earnings. see POIMS ref OF 5 11G5
142014 -     ..
142015 -    Thus, SDS is technology that makes good management practice faster
142016 -    and easier.  On 921205 Covey maintained this improves the chances
142017 -    of success. ref SDS 5 2230
142018 -
142019 -        [On 990625 Fortune reports executives fail because they don't
142020 -        feel like using good management practices. ref SDS 23 7344
142022 -         ..
142023 -        [On 001004 some managers want tools that make bad management
142024 -        successful, but this has not been developed. ref SDS 25 RF7M
142026 -     ..
142027 -    Summary Explanations
142028 -
142029 -    1.  People say Time is money, and Knowledge is power.  SDS
142030 -        integrates these concepts to leverage an Executive's command of
142031 -        money and power. see POIMS, ref OF 5 08LG
142032 -
142033 -    2.  SDS improves the ability to think, remember and communicate, to
142034 -        leverage the main building blocks of Executive success:  human
142035 -        intelligence, explained in POIMS. ref OF 5 1112
142037 -         ..
142038 -        This record is an example.  See....
142039 -
142040 -            Concurrent discovery explained on 920808. ref SDS 2 1869
142041 -            ..
142042 -            Communication explained on 930204. ref SDS 12 FK3W
142043 -
142044 -               [On 940114 Spreadsheet for knowledge strengthens
142045 -               leadership. ref SDS 18 6295
142046 -        ..
142047 -    3.  SDS empowers Executives to invest their knowledge and
142048 -        ideas as intellectual capital. ref OF 5 1101
142050 -         ..
142051 -        Sound and timely investment yields higher rewards.
142052 -
142053 -            See "making money" on 920817. ref SDS 3 Z55I
142054 -        ..
142055 -    4.  SDS improves by a factor of 100 the speed and accuracy of
142056 -        obtaining vital information and ideas.  Doing more and doing it
142057 -        better means better productivity, i.e. more money.
142058 -        ..
142059 -    5.  Executives today face information gridlock from increased
142060 -        communications technology, which causes mistakes and lost
142061 -        opportunities, reported by Van Kaspar Executive Newsletter on
142062 -        931008. ref SDS 15 4757
142064 -         ..
142065 -        SDS gives executives command of the record so they can control
142066 -        the agenda, explained in POIMS. ref OF 5 1113  Loosing control
142067 -        loses money.
142068 -
142069 -
142070 -
142071 -
142072 -
1421 -

SUBJECTS
Motiviation Tools that Make Reaching
Atititude Makes Resistance to Communication Metrics Emotional

1604 -
160501 -  ..
160502 - Wendling Diagram Suggests Success is "Attitude" Rather than Work
160503 -
160504 - The diagram on the front of Wendling's brochure shows actions flow
160505 - from "Attitude," and seems to contend that "Attitude" is the primary
160506 - key of Executive success. ref DRT 1 0002
160507 -
160508 -      [On 940628 Wayne Wetzel reported that the "attitude" that
160509 -      prevents using SDS is "laziness." ref SDS 19 0550]
160511 -       ..
160512 -      [On 990505 executive at SFIA says "attitudes" must change to use
160513 -      Communication Metrics for improving earnings. ref SDS 22 4732]
160515 -       ..
160516 -      [On 990625 Fortune article says success comes from "execution" of
160517 -      good management practices; and main cause of executive failure is
160518 -      refusal to "...grab a pen and start writing..." the results of
160519 -      meetings and calls, ref SDS 23 1024, and this is due to "psyche,"
160520 -      which may be another word for "attitude." ref SDS 23 4914
160522 -  ..
160523 - Wendling's diagram indicates "Attitude" is derived from personal
160524 - values and that these in turn are developed by thinking about our
160525 - experience, positive and negative. ref DRT 1 0002
160527 -      ..
160528 -     Wendling & Covey
160529 -
160530 -     Jim's approach seems to reflect part of Stephen Covey's idea in
160531 -     his book "7 Habits of Highly Effective People" that personal
160532 -     values guide management decisions, see for example ref SDS 5 4080
160533 -     and on difficulty of using good work practices consistently.
160534 -     ref SDS 5 4803
160536 -      ..
160537 -     "Attitude" Result or Cause of Successful Experience???
160538 -     --------------------------
160539 -     I agree that having a positive attitude is essential to being a
160540 -     successful Executive and that it results from success as well as
160541 -     analysis of failure (i.e. positive and negative experience).
160542 -
160543 -     Success is the most important factor in shaping personal
160544 -     attitudes, and that "attitude" per se, is only a small factor in
160545 -     the success of an enterprise.  This means it is difficult to be
160546 -     successful without a positive attitude but confidence alone is not
160547 -     enough.  Indeed, many would argue that hubris causes failure.
160548 -     People can be very confident of incorrect understandings due to
160549 -     reliance on style and form rather than content and substance.
160550 -     ..
160551 -     SDS provides an enabling technology that increases the
160552 -     ability to caputure, organize, understand and obtain relevant
160553 -     experience when needed.  On 921205 Covey calls this "sharpening
160554 -     the saw," and noted that "understanding" is critical to executive
160555 -     success. ref SDS 5 2231
160556 -
160557 -         [On 931130 Peter Drucker warned that information requires
160558 -         analysis, which he maintains is the primary responsibility of
160559 -         management. ref SDS 17 7911
160561 -          ..
160562 -         [On 960103 Intel executives do not have enough time to rely on
160563 -         content, so they rely on style. ref SDS 20 8409]
160565 -          ..
160566 -         [On 000822 Intel reports poor management; forecasts reduced
160567 -         earnings, stock price declines. ref SDS 24 019R
160568 -
160569 -
160570 -
160571 -
160572 -
1606 -

SUBJECTS
Success Consistent Good Practices Needs
Art of Management is Hard to Automate
Success Requires Metrics to Discover and

2005 -
200601 -      ..
200602 -     How to be "Successful"
200603 -
200604 -     Success requires sound decisions taken in a timely manner,
200605 -     adequately communicated, pursued with diligence through the
200606 -     management cycle of plan, perform, report (see POIMS, ref OF 5
200607 -     6649, and the ability to avoid disaster when a good decision is
200608 -     derailed by events over which there is minimal or no control.
200610 -      ..
200611 -     Sound decision making in turn requires accurate information and
200612 -     good ideas.  The notion of "good ideas" is in some respects
200613 -     related to personal values at the Executive level, as shown in the
200614 -     Wendling diagram. ref DRT 1 0002
200615 -
200617 -      ..
200618 -     Wendling & POIMS Diagram
200619 -     People, Knowledge, Ideas
200620 -
200621 -     POIMS links the primary elements of successful decision making,
200622 -     ref OF 5 1116, and integrates these elements with the management
200623 -     cycle (plan, perform and report), so that each reinforces the
200624 -     other over time (past, present and future).  Thus, the POIMS
200625 -     enables people to apply the key elements of successful management
200626 -     that result in the "Attitude" shown in the Wendling diagram for
200627 -     the successful Executive.
200628 -
200629 -
200630 -
200631 -
200632 -
2007 -

SUBJECTS
Reengineer Where People Work, Who They Work
Tell Me What I Need to Know in 30 Seconds,
Summary Disconnected from Details Causes
Sea of Details, Information and Managers
Talking Seems Fast and Easy Knowledge,

2607 -
260801 -  ..
260802 - Wendling & Challenge of Change
260803 -
260804 - Wendling notes that organizations face challenges of change....
260805 -
260806 -        "... in the form of downsizing, restructuring, merger,
260807 -        deregulation, new competition, new technology, obsolescence, or
260808 -        shifted values." ref DRT 1 PJ9O
260810 -    ..
260811 -   To this might be added re-regulation.
260812 -
260813 -       [On 080307 Andy Grove, CEO of Intel, cited new realities of the
260814 -       business environment, ref SDS 21 3151, which many executives
260815 -       refuse to see, because people like to work on familiar things in
260816 -       familiar ways. ref SDS 21 2648
260817 -
260818 - ..
260819 - Wendling's service is described as assisting:
260820 -
260821 -        "... individuals and corporations in meeting the challenge of
260822 -        change." ref DRT 1 DO5O
260824 -    ..
260825 -   SDS & Wendling
260826 -
260827 -   SDS is the most dynamic tool available to accomplish Wendling's
260828 -   mission.  By automating and integrating key practices, it enables
260829 -   organizations to do more work, more accurately, and more timely.
260831 -        ..
260832 -       Solving Information Gridlock
260833 -
260834 -       A fundamental shift has occurred and will continue to evolve in
260835 -       the time ahead, that is best summarized by the following common
260836 -       quest among Executives:
260837 -
260838 -            Tell me what I should know in 25 words or 30 Seconds.
260839 -
260840 -       This "Management by 30 second sound bite" syndrome dominates
260841 -       management practice today under the guise of "expediting."
260842 -
260843 -       It arises because the explosion in communications technology
260844 -       results in so much new information coming in from meetings,
260845 -       phone calls, documents, faxes, E-Mail, that managers are unable
260846 -       to manage it with existing techniques.
260847 -       ..
260848 -       See example on 930204. ref SDS 11 H3R4
260849 -
260850 -           [On 931008 article shows Information Revolution reduces
260851 -           productivity without SDS enabling technology to convert
260852 -           information into knowledge. ref SDS 15 2526
260854 -        ..
260855 -       Managers awash in a sea of details respond by demanding that
260856 -       everything be summarized into manageable bites of information.
260857 -       But without command and control of the details, they are at the
260858 -       mercy of the summarizers.  Those who report are themselves
260859 -       swamped, often don't know what is critical for management to
260860 -       understand, or have an agenda that conflicts with reporting an
260861 -       accurate picture.
260863 -        ..
260864 -       This calls for a new technique:  SDS
260866 -        ..
260867 -       SDS enables managers to step back into any level of detail they
260868 -       need, instantly, yet they can also summarize when appropriate.
260869 -       see POIMS. ref OF 5 6011
260870 -
260872 -    ..
260873 -   SDS Requires Training & Support
260874 -
260875 -   Management is a complex craft learned over many years.  Many succes-
260876 -   sful managers are not "good" managers, but simply are associated
260877 -   with a good situation, e.g. a unique product.
260878 -
260879 -   Therefore, Wendling's training in sound practices is essential to
260880 -   train managers to use SDS.  There is also the chance for follow up
260881 -   business by providing transitioning and support to implement the new
260882 -   techniques necessary to meet the "challenge of change."
260883 -
260884 -
260885 -
260886 -
260887 -
260888 -
260889 -
2609 -