Risk, pricing and incomplete information taught me to look for signals, trade-offs and consequences.
ABOUT
Eduardo Flores, MBA
I make systems and processes easier to understand and easier to use.
I have worked in finance, commercial roles and manufacturing. Each role gave me another way to understand why a process works, why it fails and what can make it better.
01 EXPERIENCE02 THE GAP03 BEHAVIOUR04 CONNECTIONS05 TODAY06 FOUNDATION
DIFFERENT CONTEXTS
Every role taught me another way to make things better.
I did not build my career around one discipline. I moved through different environments and kept seeing the same thing: results depend on how decisions, people and processes fit together.
Sales, onboarding and customer experience made behaviour, communication and incentives impossible to ignore.
Materials, WIP, capacity, quality and delays made the connection between a decision and its operational result very visible.
WHAT CHANGEDEach role gave me another angle to use on the next problem.
PROCESS VS. REALITY
I pay attention when people have to work around the process.
A process can look correct on paper while people are adding spreadsheets, manual checks and extra steps just to make it work. Those workarounds are not noise. They are evidence.
DESIGNED PROCESS
INPUT→PROCESS→DECISION→RESULT
WHAT PEOPLE ADD
workaroundextra spreadsheetmanual checkmissing informationexception
WHAT I LEARNEDWhen people keep compensating for a process, the workaround usually points to what the system is missing.
A TURNING POINT
Behavioural science changed the way I improve systems and decisions.
During an international MBA week at IESE in Madrid, a behavioural science session changed the questions I was asking. Instead of looking only at the process, I started looking more deliberately at attention, incentives, habits and how people actually make decisions.
THE QUESTION BECAMEWhat is the system asking a person to notice, remember or compensate for?
THAT CURIOSITY KEPT EXPANDING
Behaviour · strategy · UX · customer experience · operations · negotiation · branding · decision design
ONE PROBLEM, DIFFERENT QUESTIONS
The subjects started to fit together.
I stopped treating strategy, behaviour, design and operations as separate interests. They were answering different parts of the same problem.
ONE SYSTEMBetter decisions.
Better processes.
Better processes.
BEHAVIOURWhy are people doing this?
STRATEGYWhat matters enough to change?
UX/UIWhat should be easier to see or do?
CUSTOMERWhat problem is the person trying to solve?
OPERATIONSWill the solution work in the real process?
THE CONNECTIONDifferent perspectives help me understand the problem before deciding how to change it.
HOW I THINK TODAY
I use three angles to make systems and processes better.
I do not use every tool on every problem. I use the angle that helps explain what is actually happening, then keep the solution as simple as possible.
Start with the result: time, cost, capacity, revenue, risk or customer experience.
Look at the process, rules, information, handoffs, constraints and decisions that produce the result.
Make the right information easier to see, the right action easier to do and mistakes harder to make.
THE GOALUnderstand enough of the system to solve the right problem, then make the change easy to understand and easy to use.
FORMAL TRAINING
My training gives me more ways to test what I see.
The credentials are not the story by themselves. They support the way I analyse a problem and help me challenge my first answer.
ECONOMICSIncentives · trade-offs · value
MBAStrategy · finance · business decisions
UX DESIGNInteraction · usability · visual hierarchy
CX RESEARCHObservation · needs · behaviour
Economics taught me incentives and trade-offs. The MBA added strategy and business value. UX and CX added a more deliberate way to understand the person using the system. Manufacturing made all of it practical.
SEE THE CASES