Ian R Hill
@ianrhill.bsky.social
Founder of Enthoosa AI. We help transformation professionals find tangible value fast. Deliver benefits, change the org, get promoted!
A lot of companies can't figure out why their AI is so unreliable.
MAJOR REASON: Bad document parsing???
If the AI can't read your financial figures, you are going to get bad responses.
The best parsers ranked are:
1) LlamaParse
2) GroundX
3) Unstructured.io
(Posted with JustPost.io)
MAJOR REASON: Bad document parsing???
If the AI can't read your financial figures, you are going to get bad responses.
The best parsers ranked are:
1) LlamaParse
2) GroundX
3) Unstructured.io
(Posted with JustPost.io)
July 23, 2025 at 8:45 PM
A lot of companies can't figure out why their AI is so unreliable.
MAJOR REASON: Bad document parsing???
If the AI can't read your financial figures, you are going to get bad responses.
The best parsers ranked are:
1) LlamaParse
2) GroundX
3) Unstructured.io
(Posted with JustPost.io)
MAJOR REASON: Bad document parsing???
If the AI can't read your financial figures, you are going to get bad responses.
The best parsers ranked are:
1) LlamaParse
2) GroundX
3) Unstructured.io
(Posted with JustPost.io)
Why are enterprises struggling to get cost-benefits out of AI?
ANSWER: Executives don't know how to find the process constraints that would benefit from AI.
One option: try our new constraint-finder: https://enthoosa.com/constraint-finder/
Large companies can find $10+
(Posted with JustPost.io)
ANSWER: Executives don't know how to find the process constraints that would benefit from AI.
One option: try our new constraint-finder: https://enthoosa.com/constraint-finder/
Large companies can find $10+
(Posted with JustPost.io)
July 23, 2025 at 10:00 AM
Why are enterprises struggling to get cost-benefits out of AI?
ANSWER: Executives don't know how to find the process constraints that would benefit from AI.
One option: try our new constraint-finder: https://enthoosa.com/constraint-finder/
Large companies can find $10+
(Posted with JustPost.io)
ANSWER: Executives don't know how to find the process constraints that would benefit from AI.
One option: try our new constraint-finder: https://enthoosa.com/constraint-finder/
Large companies can find $10+
(Posted with JustPost.io)
We know we're supposed to use data in our decisions, but what data do we use? There is a tendency to think the data depends on the deliverable. In 90% of cases, you need to start with basic counts. How many items complete each month? How many are still open?
July 14, 2025 at 12:48 AM
We know we're supposed to use data in our decisions, but what data do we use? There is a tendency to think the data depends on the deliverable. In 90% of cases, you need to start with basic counts. How many items complete each month? How many are still open?
It's actually odd we think we can manage cross-functional deliverables by focusing on leaders in a silo... the silo gives no objective reference point for the correct volume or value of an activity
July 11, 2025 at 8:46 AM
It's actually odd we think we can manage cross-functional deliverables by focusing on leaders in a silo... the silo gives no objective reference point for the correct volume or value of an activity
The best replacement for agile is "Performance Engineering"
It focuses on the end outcomes over patterns
It also emphasizes the need to think of an org in terms of the mechanics
It focuses on the end outcomes over patterns
It also emphasizes the need to think of an org in terms of the mechanics
July 10, 2025 at 11:37 AM
The best replacement for agile is "Performance Engineering"
It focuses on the end outcomes over patterns
It also emphasizes the need to think of an org in terms of the mechanics
It focuses on the end outcomes over patterns
It also emphasizes the need to think of an org in terms of the mechanics
Politics thrive in the absence of objective measures of truth.
July 9, 2025 at 9:49 AM
Politics thrive in the absence of objective measures of truth.
There is too much baggage with the term "agile". Too many preconceptions from the lovers and the haters. Let's start talking about "value engineering"
July 8, 2025 at 8:13 PM
There is too much baggage with the term "agile". Too many preconceptions from the lovers and the haters. Let's start talking about "value engineering"
Focusing on cost-reduction without a connection to output... that's like accounting while only using even numbers. You are missing vital info in both cases.
July 8, 2025 at 7:06 AM
Focusing on cost-reduction without a connection to output... that's like accounting while only using even numbers. You are missing vital info in both cases.
When we make decisions in a silo, without regard to end-to-end deliverables, it's very risky
July 8, 2025 at 5:38 AM
When we make decisions in a silo, without regard to end-to-end deliverables, it's very risky
It's actually odd we think we can manage cross-functional deliverables by focusing on leaders in a silo... the silo gives no objective reference point for the correct volume or value of an activity
July 8, 2025 at 4:50 AM
It's actually odd we think we can manage cross-functional deliverables by focusing on leaders in a silo... the silo gives no objective reference point for the correct volume or value of an activity
A chief engineer's team doesn't need to be that big. They buzz around, end-to-end, enforcing the use of the right metrics and escalating visibility of problems to execs
July 7, 2025 at 10:55 PM
A chief engineer's team doesn't need to be that big. They buzz around, end-to-end, enforcing the use of the right metrics and escalating visibility of problems to execs
The easiest budget conversations I ever had were those showing, objectively, we did not have enough people to do the job based on volumes... it's much better than whining vaguely that you don't have enough resources
July 7, 2025 at 10:31 PM
The easiest budget conversations I ever had were those showing, objectively, we did not have enough people to do the job based on volumes... it's much better than whining vaguely that you don't have enough resources
A chief engineer doesn't need ownership of the end-to-end process to get things done. When you have objective performance data, politics go way down
July 7, 2025 at 10:25 PM
A chief engineer doesn't need ownership of the end-to-end process to get things done. When you have objective performance data, politics go way down
Toyota has the concept of a "chief engineer" whose job it is to own the health of an end-to-end flow or process
July 7, 2025 at 7:56 AM
Toyota has the concept of a "chief engineer" whose job it is to own the health of an end-to-end flow or process
It's insane that we cut cost without knowing the production output of those that get cut. We just hope we won't lose output. I call this "Immaculate productivity."
July 5, 2025 at 12:11 AM
It's insane that we cut cost without knowing the production output of those that get cut. We just hope we won't lose output. I call this "Immaculate productivity."
"Change management" should be regarded as a "smell" not a "best practice"
July 4, 2025 at 8:42 PM
"Change management" should be regarded as a "smell" not a "best practice"
The "culture change is hard" explanation for failed transformation never made sense. The org culture was good enough to get really big, else they wouldn't need a "transformation." So how did that first change to a "bad culture" take place so effortlessly and ubiquitously across companies?
July 4, 2025 at 8:38 PM
The "culture change is hard" explanation for failed transformation never made sense. The org culture was good enough to get really big, else they wouldn't need a "transformation." So how did that first change to a "bad culture" take place so effortlessly and ubiquitously across companies?
We usually treat "change management" as this necessary 'best practice' when making a change. But perhaps "change resistance" is a sign we haven't found the right incentives
July 4, 2025 at 7:59 PM
We usually treat "change management" as this necessary 'best practice' when making a change. But perhaps "change resistance" is a sign we haven't found the right incentives
In one COO team, we gave teams credit for the provable value improvement from reduced lead time. Suddenly teams PULLED on agile transformation instead of resisting
July 4, 2025 at 7:46 PM
In one COO team, we gave teams credit for the provable value improvement from reduced lead time. Suddenly teams PULLED on agile transformation instead of resisting
It is not a coincidence that the people best on org performance today found experience with both agile and lean
July 4, 2025 at 10:31 AM
It is not a coincidence that the people best on org performance today found experience with both agile and lean
Is it any wonder that agile transformations lose credibility? People use them to reduce cost, which they cannot do.
July 4, 2025 at 8:56 AM
Is it any wonder that agile transformations lose credibility? People use them to reduce cost, which they cannot do.
Has anyone in the agile community ever managed to apply cost of delay? We all talk about it but I've almost never seen anyone put it into practice... which is odd... it's not actually hard.
July 4, 2025 at 8:53 AM
Has anyone in the agile community ever managed to apply cost of delay? We all talk about it but I've almost never seen anyone put it into practice... which is odd... it's not actually hard.
The only way to safely reduce cost is to maintain an end-to-end view of the process or flow.
July 4, 2025 at 8:34 AM
The only way to safely reduce cost is to maintain an end-to-end view of the process or flow.
What do all the "new ways of working" have in common? Faster value delivery. Not higher volume! Larger amounts earned sooner.
July 4, 2025 at 8:28 AM
What do all the "new ways of working" have in common? Faster value delivery. Not higher volume! Larger amounts earned sooner.
If you think about it, it was odd we ever thought agile would transform an org. It starts in such a concentrated form, in the bowels of delivery. Yes, yes, there are scaling patterns and "shoulds" around starting with customer. But that never happens in practice.
July 4, 2025 at 8:25 AM
If you think about it, it was odd we ever thought agile would transform an org. It starts in such a concentrated form, in the bowels of delivery. Yes, yes, there are scaling patterns and "shoulds" around starting with customer. But that never happens in practice.