Operations, Innovation & Digital
Driving execution with the momentum of Zhen: operational excellence, supply chains, innovation, digital and AI, quality and safety, project management.
Operational excellence & lean
Useful tools: Lean / Toyota Production System; Six Sigma (DMAIC); Theory of Constraints; OEEChronically low productivity
Biting through: something blocks the jaws—bite through and they close. Find the one obstacle stuck in the system and concentrate resources to remove it.
噬嗑:亨。利用狱。
Success. It furthers one to administer justice. Something blocks the jaws; bite through it and they close—remove obstacles, judge clearly.The bottleneck process
Biting gristly meat, receiving metal arrows: firmness and perseverance. Bottleneck gains are slow and hard, but each one converts straight into output.
九四:噬干胏,得金矢,利艰贞,吉。
Bites on dried gristly meat, receives metal arrows. It furthers to be mindful of difficulties and persevere: good fortune. Hard problems need firmness.Lean reduced to slogans
The family: words with substance, conduct with constancy. Make lean a behaviour through daily huddles, visual management and leaders on the floor.
家人:利女贞。
The perseverance of the woman furthers. Order at home comes from each member holding their place.The rhythm of continuous improvement
Pushing upward: heap up small things to achieve the great. One fixed small improvement a week changes culture more than one big annual project.
升:元亨,用见大人,勿恤,南征吉。
Pushing upward has supreme success. One must see the great person. Fear not. Departure toward the south brings good fortune. Rise steadily, like a tree growing from the earth.Waste and redundancy
Without limitation, lament—but learning brings no blame. Make waste visible; when cost is seen, restraint follows naturally.
六三:不节若,则嗟若,无咎。
He who knows no limitation will have cause to lament. No blame. Learning moderation after a loss can still repair.Standardisation vs. flexibility
Sweet limitation: good fortune. Let the front line co-write standards and they become tools rather than shackles.
九五:甘节,吉,往有尚。
Sweet limitation brings good fortune. Going brings esteem. The best rules are those people are glad to follow.Timing a capacity expansion
Power depends on the axle of a big cart: put strength into structure. Before expanding, confirm demand durability and supply-chain capacity.
九四:贞吉悔亡,藩决不羸,壮于大舆之輹。
Perseverance brings good fortune; remorse disappears. The hedge opens; there is no entanglement. Power depends upon the axle of a big cart. Put strength into structure, not into collisions.Ageing equipment and assets
Mud in the well, no one drinks; no animals visit an old well. Build an asset-renewal roadmap; decide when to reline the well and when to dig a new one.
初六:井泥不食,旧井无禽。
One does not drink the mud of the well. No animals come to an old well. Neglected capabilities and assets attract no one.Outsource or build in-house?
Letting your magic tortoise go to envy others: misfortune. Keep core capabilities in-house, outsource the rest—first define which is your tortoise.
初九:舍尔灵龟,观我朵颐,凶。
You let your magic tortoise go and look at me with the corners of your mouth drooping: misfortune. Abandoning your own strengths to envy others.Dashboards that show only the surface
Boylike contemplation: leaders cannot stop at surface data. Go and see on site regularly—dashboards don't replace direct observation.
初六:童观,小人无咎,君子吝。
Boylike contemplation: for an inferior person no blame, for the noble humiliation. Leaders cannot stop at surface data.
Where is the real bottleneck—not where we assume it is?
Is improvement a project or a daily habit?
Supply chain & procurement
Useful tools: Kraljic matrix; SCOR model; Dual sourcing; CSDDD supply-chain due diligenceSingle-supplier dependency
The ridgepole sags: single-point load breaks the structure. Qualify a second source for critical inputs—the premium is insurance.
九三:栋桡,凶。
The ridgepole sags to breaking point: misfortune. Single-point load and stubbornness break the structure.Supply-chain disruption
Going meets obstruction, coming brings union: you cannot pass alone. Form temporary alliances with peers, carriers—even competitors—to share capacity and stock.
六四:往蹇来连。
Going leads to obstructions; coming leads to union. You cannot go alone—ally.Squeezing suppliers too hard
Bringing increase to no one, someone strikes him: taking without giving invites backlash. Over-squeezing costs quality—and priority when supply is short.
上九:莫益之,或击之,立心勿恒,凶。
He brings increase to no one. Indeed, someone even strikes him. He does not keep his heart constantly steady. Misfortune. Taking without giving, inconsistency—invites backlash.Nearshoring and reshoring
Quiet return: good fortune. Decide reshoring on total landed cost and resilience, not on sentiment or slogans.
六二:休复,吉。
Quiet return: good fortune. Return by following a good example.Human-rights and environmental due diligence
Biting old meat, striking poison: addressing long-standing abuses brings backlash, but it must be done. Audit suppliers by risk tier and support remediation rather than cutting blindly.
六三:噬腊肉,遇毒;小吝,无咎。
Bites on old dried meat and strikes on something poisonous: slight humiliation, no blame. Tackling old abuses brings backlash—still necessary.Excess inventory
Danger at hand; it furthers to desist. Pause replenishment, clear slow movers, then reset safety stock to real demand.
初九:有厉利已。
Danger is at hand; it furthers to desist. When conditions are not ripe, pausing is the best investment.Full reading Open hexagram: 大畜 The Taming Power of the Great
Rising logistics costs
Decrease your faults and joy comes quickly. Use cost-to-serve analysis to find the least economic routes and customers first.
六四:损其疾,使遄有喜,无咎。
If a man decreases his faults, it makes the other hasten to come and rejoice. No blame. First cut what drains you most.Co-innovating with suppliers
Sincerely attached, rich in one's neighbour: share forecasts and R&D roadmaps in exchange for suppliers' priority investment.
九五:有孚挛如,富以其邻。
Sincere and loyally attached, you are rich in your neighbour. Those who share resources grow together.Full reading Open hexagram: 小畜 The Taming Power of the Small
Volatile raw-material prices
The abyss is dangerous; strive for small things. Stabilise costs with staggered purchasing and partial hedging—don't bet on direction.
九二:坎有险,求小得。
The abyss is dangerous. One should strive to attain small things only. In crisis, secure small wins first.A supplier who repeatedly breaches
The cangue covers his ears: ignoring repeated warnings ends in disaster. Set a firm remediation deadline and exit clause—and enforce it.
上九:何校灭耳,凶。
His neck is fastened in the wooden cangue so that his ears disappear: misfortune. Ignoring repeated warnings ends in disaster.
Which single supplier failure would stop us?
Are suppliers transactions or partners in a shared system?
Innovation & product development
Useful tools: Stage-Gate; Design thinking; Lean startup (MVP); Jobs to be Done; Innovation ambition matrixShould we launch the new product?
Enthusiasm: the moment to mobilise is when hearts are aligned. Test real enthusiasm inside and among early customers; if lukewarm, iterate once more.
豫:利建侯行师。
Enthusiasm. It furthers one to install helpers and to set armies marching. When hearts are glad and aligned, it is the moment to mobilise.R&D spend without visible return
Great accumulation must serve a larger stage. Measure R&D by milestones, not immediate revenue—and design the route to market for its results.
大畜:利贞,不家食吉,利涉大川。
Perseverance furthers. Not eating at home brings good fortune. It furthers one to cross the great water. Accumulated capability should serve a larger stage.Full reading Open hexagram: 大畜 The Taming Power of the Great
When to kill an innovation project
Voluntary retreat: good fortune for the noble. Write kill criteria in advance; stop when they are met, and celebrate what was learned.
九四:好遁,君子吉,小人否。
Voluntary retreat brings good fortune to the noble person and downfall to the inferior. The mature know when to let go.Cannibalising our own core product
Changing the mandate with sincerity: good fortune. If you don't disrupt yourself, others will—give the new unit separate team and metrics.
九四:悔亡,有孚改命,吉。
Remorse disappears. Men believe him. Changing the form of government brings good fortune. Trust is won; change starts to work.MVP vs. perfectionism
He lends grace to his toes, leaves the carriage and walks: substance before ornament. Validate core value with the plainest version; polish after the market proves it.
初九:贲其趾,舍车而徒。
He lends grace to his toes, leaves the carriage and walks. Prefer substance to show.Cultivating an innovation culture
Childlike folly: good fortune. Reward good questions, not only good answers—make 'I don't know' safe to say.
六五:童蒙,吉。
Childlike folly brings good fortune. Beginner's mind is an asset.Open innovation with outside partners
Ribbon grass comes up with its sod: move together with your kind. Build a networked root system with universities and start-ups, not one-off outsourcing.
初九:拔茅茹,以其汇,征吉。
When ribbon grass is pulled up, the sod comes with it, each according to its kind. Undertakings bring good fortune: move together as a team.The team after a failed innovation
Shock comes—then laughing words: good fortune. Hold a blameless review and turn failure into organisational knowledge.
初九:震来虩虩,后笑言哑哑,吉。
Shock comes—oh, oh! Then follow laughing words—ha, ha! Good fortune. Learning and growth after the shock.Protecting core know-how
A tied-up sack: no blame, no praise. Discretion protects; plan in advance what to patent (and disclose) versus keep as trade secret.
六四:括囊,无咎无誉。
A tied-up sack: no blame, no praise. In sensitive moments, discretion protects.An overgrown product line
Keeping still: knowing where to stop brings steadiness. Prune the tail by profit and strategic value; simplification brings focus.
艮其背,不获其身,行其庭,不见其人,无咎。
Keeping his back still so that he no longer feels his body. He goes into his courtyard and does not see his people. No blame. Knowing where to stop brings steadiness.
Whose problem are we actually solving?
What evidence would make us stop this project?
Digital & AI transformation
Useful tools: Digital maturity assessment; Data governance; Build–buy–partner; EU AI Act risk tiersWill AI disrupt our industry?
Shock makes one distraught—if it spurs action, no misfortune. Sort activities into replaceable, augmentable and irreplaceable by AI; start with augmentation.
六三:震苏苏,震行无眚。
Shock comes and makes one distraught. If shock spurs to action, one remains free of misfortune. Turn the shock into momentum.Big digital spend, slow results
Three years without a child, yet in the end nothing can hinder: long delays are overcome. Define tangible interim results to sustain confidence.
九五:鸿渐于陵,妇三岁不孕,终莫之胜,吉。
The wild goose gradually draws near the summit. For three years the woman has no child. In the end nothing can hinder her. Good fortune. Long delays are overcome.Data silos
At the well-hole one shoots fishes; the jug leaks: resources wasted, the system leaking. Governance before analytics—shared definitions, owners, quality standards.
九二:井谷射鲋,瓮敝漏。
At the well-hole one shoots fishes. The jug is broken and leaks. Resources wasted on trivia; the system leaks.Staff anxiety after introducing AI
He brings help with the strength of a horse: stop the dispersion early. Explain AI's impact on roles and reskilling plans promptly—uncertainty hurts morale more than bad news.
初六:用拯马壮,吉。
He brings help with the strength of a horse. Good fortune. At the first signs of dispersion, stop the loss with strong help.Choosing a technology vendor
The standard is changing; going out in company produces results. Visit a vendor's existing clients—it tells you more than any demo.
初九:官有渝,贞吉。出门交有功。
The standard is changing; perseverance brings good fortune. Going out of the door in company produces deeds. Stay open; learn from outside.AI regulation (e.g. the EU AI Act)
Limitation: create number and measure. Inventory AI uses by risk tier; for high-risk cases, keep documentation and human oversight.
节:亨。苦节不可贞。
Limitation. Success. Galling limitation must not be persevered in. Rules need measure, or they backfire.Digital projects left unfinished
He wets his tail: eager to finish without the capacity. Make one use case work end-to-end before scaling; avoid opening too many fronts.
初六:濡其尾,吝。
He gets his tail in the water. Humiliating. Eager to finish without the capacity to do so.Cybersecurity and data breaches
A cry of alarm—arms at night—fear nothing: preparation defeats surprise. Regular drills, layered defence and an incident plan are the only answer.
九二:惕号,莫夜有戎,勿恤。
A cry of alarm. Arms at evening and at night. Fear nothing. With preparation, surprise attacks lose their power.Balancing digital and human service
Graceful and moist; constant perseverance: don't get lost in form. Automate routine flows; keep people for emotional, complex moments.
九三:贲如濡如,永贞吉。
Graceful and moist; constant perseverance brings good fortune. In good times, don't get lost in form.Leaders lacking digital literacy
Youthful folly: the learner must seek the teacher. Executive learning should start from leaders' own business questions, not generic tech courses.
蒙:亨。匪我求童蒙,童蒙求我。初筮告,再三渎,渎则不告。利贞。
Success. It is not I who seek the young fool; the young fool seeks me. At the first oracle I inform; asked twice or thrice, it is importunity—no answer. Perseverance furthers.
Is technology serving strategy, or strategy chasing technology?
Is our data trustworthy enough to decide on?
Quality, safety & operational compliance
Useful tools: ISO 9001 / ISO 45001; FMEA; 5 Whys / root-cause analysis; HACCPRecurring minor quality issues
Treading on frost: solid ice is coming. Treat minor issues as precursors of major failures—analyse trends, not just individual cases.
初六:履霜,坚冰至。
Treading on frost: solid ice is coming. Read weak signals early—small warnings precede big crises.After a serious safety incident
Shock brings danger; climb the nine hills, don't chase the losses. Secure people first; losses can be recovered, lives and trust cannot.
六二:震来厉,亿丧贝,跻于九陵,勿逐,七日得。
Shock comes bringing danger. A hundred thousand times you lose your treasures and must climb the nine hills. Do not go in pursuit of them. After seven days you will get them back again. Secure safety first; don't chase losses.Trading off quality and cost
The cauldron's legs break; the prince's meal is spilled. Cutting cost at quality-critical points is repaid with recalls and lost reputation.
九四:鼎折足,覆公餗,其形渥,凶。
The legs of the cauldron are broken. The prince's meal is spilled and his person is soiled. Misfortune. Taking on more than capability allows—failure.Deciding on a product recall
Breakthrough: make it known at the king's court, truthfully, despite danger. A proactive, transparent, fast recall protects the brand in the long run.
夬:扬于王庭,孚号,有厉,告自邑,不利即戎,利有攸往。
One must resolutely make the matter known at the court of the king. It must be announced truthfully. Danger. It is necessary to notify one's own city. It does not further to resort to arms. It furthers one to undertake something. Decisions should be public and procedural, not violent.Building a safety culture
Firm seclusion within the family: remorse disappears. Set safety rules from day one and have leaders visibly follow them on site.
初九:闲有家,悔亡。
Firm seclusion within the family. Remorse disappears. Set rules and culture at the founding.An audit finds major deficiencies
Setting right what was spoiled: a little remorse, no great blame. Don't downplay findings—the small pain of fast correction beats the wound of delay.
九三:干父之蛊,小有悔,无大咎。
Setting right what has been spoiled by the father: a little remorse, no great blame. Slightly too forceful, but right in direction.Front-line rule violations
Feet in the stocks, toes hidden: small faults, early small correction. Consistent, timely, proportionate correction beats rare harsh punishment.
初九:屦校灭趾,无咎。
His feet are fastened in the stocks, so that his toes disappear: no blame. Small faults, small and early correction.Certification and standard upgrades
Revolution: set the calendar in order. Put certification upgrades on the annual calendar and prepare early, not in a last-minute sprint.
革:己日乃孚,元亨利贞,悔亡。
On your own day you are believed. Supreme success, furthering through perseverance. Remorse disappears. Transformation succeeds or fails on timing and trust.Quality problems being hidden
Not light but darkness: first to heaven, then into the earth. Those who hide problems destroy themselves—create anonymous reporting and protect reporters.
上六:不明晦,初登于天,后入于地。
Not light but darkness. First he climbed up to heaven, then he plunged into the depths of the earth. Those who darken the light destroy themselves.Zero defects vs. tolerance for error
If one is not extremely careful, one may be struck from behind. Zero tolerance for safety and quality lapses, tolerance for learning experiments—keep the two distinct.
九三:弗过防之,从或戕之,凶。
If one is not extremely careful, somebody may come up from behind and strike him. Misfortune. In such times, strengthen precautions.
Where are we treading on frost and pretending not to notice?
Is the bearer of bad news thanked or punished?
Project & portfolio management
Useful tools: PMBOK; Agile / Scrum; Portfolio stage-gates; Earned valueA seriously delayed project
Going meets obstruction, so he comes back. Return to the last stable baseline and re-plan instead of working overtime on a broken plan.
九三:往蹇来反。
Going leads to obstructions; hence he comes back. Return to a safe base and re-plan.Scope creep
Passing beyond without meeting: the bird flies off—misfortune. Route every new requirement through change control, with its cost stated.
上六:弗遇过之,飞鸟离之,凶,是谓灾眚。
He passes him by, not meeting him. The flying bird leaves him. Misfortune. This means bad luck and injury. Serious overstepping; loss of control.Too many projects, resources spread thin
The army retreats and camps: no blame. Freeze low-priority projects and concentrate people on the three that matter most.
六四:师左次,无咎。
The army retreats and camps: no blame. Tactical withdrawal is rational, not shameful.PM accountability without authority
In the midst of the army; the king bestows triple honour: empower capable middle leaders. Give project managers clear budget, staffing and decision rights.
九二:在师中,吉,无咎,王三锡命。
In the midst of the army: good fortune, no blame; the king bestows a triple decoration. Empower capable middle leaders—and recognise them.Kicking off a major programme
The army must set forth in proper order. Before kick-off, fix governance, roles, communication rhythm and a risk register.
初六:师出以律,否臧凶。
An army must set forth in proper order; if the order is not good, misfortune. Rules before action.A key person leaves the project
No fish in the tank: acting after losing your base is dangerous. Stabilise knowledge transfer and key relationships before re-setting milestones.
九四:包无鱼,起凶。
No fish in the tank. This leads to misfortune. Acting after losing your base—clients, staff—is dangerous.Closing and handing over a project
He brakes his wheels: slow down after success. Plan a stabilisation period and handover; don't disband the team on go-live day.
初九:曳其轮,濡其尾,无咎。
He brakes his wheels. He gets his tail in the water. No blame. After success, slow down deliberately.Project post-mortems
Look back on your conduct and weigh the signs: supreme good fortune. Focus reviews on process and decisions, not on blaming individuals.
上九:视履考祥,其旋元吉。
Look to your conduct and weigh the favourable signs; when everything is fulfilled, supreme good fortune. Retrospectives create real growth.Agile vs. traditional management
Following: adapt to the times without losing integrity. Choose the method by the project's uncertainty, not by team preference.
随:元亨利贞,无咎。
Supreme success, perseverance furthers, no blame. Follow the times and people's hearts—on the condition of what is right.Frequent top-down interference
Keeping the calves still, unable to rescue the one he follows: frustration. Channel senior input into fixed governance gates to reduce ad-hoc intervention.
六二:艮其腓,不拯其随,其心不快。
Keeping his calves still. He cannot rescue him whom he follows. His heart is not glad. The frustration of being unable to stop a superior or the larger course.
If we could finish only half our projects, which would we keep?
Do project managers have authority to match their accountability?