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That s when Sanborn s fund was up only 37 percent, underperforming the S&P 500 by about 25 percentage points In 1999 Sanborn s fund lost 105 percent, underperforming the S&P 500 by about 32 percentage points At a certain point Sanborn s commitment to deep value investing and a resulting two-year whacking became too much Sanborn stepped down from the fund He was replaced by Bill Nygren, a value manager who manages the Oakmark Select Fund Nygren had very acceptable returns in 1998 and 1999 in his Select Fund despite his value orientation Nygren was more exible in his interpretation of value..

Summary

Begin with a warm-up discussion about envisioning the future and BHAGs You may want to use examples from experience or from books such as Built to Last or Good to Great In one instance, a group started with a movie on how nearimpossible visions have become realities The movie included clips from John F Kennedy s speech about putting a man on the moon and clips from Martin Luther King s I Have A Dream speech Guided imagery involves relaxing the group, dimming the light to remove distraction, helping the group move to a state of relaxation, and then guiding the group through an experience using nonjudgmental statements One client s visioneering session took place in the headquarters on an upper floor of a large office building.

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n If you have AutoCAD, type explorer . After opening a preliminary window, the acad.pgp shortcut opens Windows Explorer. n If you have AutoCAD LT, open Windows Explorer by right-clicking the Windows Start button and choosing Explore.

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I dimmed the lights, had everyone put down their pens, and gave people the option of closing their eyes if they felt comfortable doing so I then proceeded to guide them on a bus trip to see their company, PerformCo, in the future Clients have told me later that they referred to this as the Magic Bus Remember to leave time between statements as you guide people with your voice It is very uncomfortable to participate in a guided imagery session that feels rushed because the guide is moving on to the next scene before the participants are ready to You must think about what will work for the person seeing the guided images My soft tour guide voice follows a script something like this: We are going on a trip into the future to see what PerformCo has become.

2 Learn how dashboard users expect the dashboard to help them What can the dashboard do to help them make decisions What relationships are they looking for What trends What targets and alert limits What analytics are they not using now that could be done in a dashboard 3 Learn what they think the dashboard might look like Often the request for a dashboard comes from one executive or manager who has seen another s dashboard Users may have charts or tables they ve created themselves in Excel to work with Learn what ideas they have for their tool 4 Ask for business or decision rules Learn what can be automated in the dashboard What logic rules can be programmed in What about limits, boundaries, and alerts 5 Walk through the decision process if it is complex.

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Experts are so familiar with making decisions they may not actually know the steps they take and the rules they use Getting them to verbally walk you through their decision-making process can reveal what has been left unsaid If you are building a process-oriented dashboard for example, to monitor a value stream or a supply chain then you must use a process map like those described in 10, Mapping Processes, and 11, Identifying Critical Metrics and Key Performance Indicators 6 Learn the parameters What time frames and what granularity of data (detail level) are needed What naming conventions are used for products, regions, and departments 7 Gather the Excel workbooks and printed reports used in making decisions Ask which of the data in the reports is actually used What totals and calculations are necessary 8 Check the data sources Make sure the data is accessible.

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