Extreme-Go-Horse - XGH

Today I bring you a business framework that is perhaps the most used in all companies, the best practice of best practices. This framework is used by 50% of the richest companies in the world. Approved by 80% of C-Level managers, widely used by analysts, technicians and directors. A simple and direct language that involves all areas of the organization. If you are looking for a certification to call your own, start with Extreme Go Horse

This framework was developed by a team of international developers, working remotely analyzing data from over 2,000 companies, all multinationals from Enterprise to MSP, in the mid-1980s and is still up to date today. It follows some basic principles, namely:

I. Originality: Forget standards, do it your way, the important thing is to work;

II. Speed: Just-in-Time, there are only errors when they appear;

III. Adaptability: the system adapts to any mistakes that are made, the more you make mistakes, the more you use XGH;

This process goes through 5 commonly known and widely used steps, namely:

Jealous people will say that these are the stages of mourning

The root cause can be the person who reported the problem, the system that debugged the error, or even the document reporting the problem. Whatever the source, eliminate it: fire the person, change the system, or burn the document.

Then comes the divergence stage, where members will normally discuss ideas and reach a consensus. At this stage it is important to disregard common sense, and favor hierarchy, after all if you are thinking then you are no longer Extreme Go Horse. It is essential to reach a consensus that you use the "pickpocketing" technique, where the one with the "highest rank" wins. If no consensus is reached, repeat the first step of the process.

Once the problem is eliminated and consensus is found, the team must move on to the negotiation stage. It is in this stage that the members will negotiate the terms for the "To be" condition. At this stage the team can negotiate within two schedule areas: "Yesterday" and "As soon as possible". The team that chooses "To be yesterday" will have the privilege of stress increasing adrenaline and ensuring the (lack of) quality of the work. On the other hand, those who opt for "as soon as possible" will be plagued by the Student Syndrome.

After the negotiation of deadlines, a deep analysis of the deliverables is performed. In this analysis a fundamental professional for the Extreme-Go-Horse emerges: the Psychologist. Given the complexity embraced by the XGH, it is common that when contemplating the work done, depression and panic syndrome may arise in the professionals, which will be guided and treated by the Psychologist.

At the end we have the last stage of our process: acceptance. In this stage the team contemplates the final result of its work, it is there where the team makes the refactoring promises, contemplates the work-around and the system working, without functionality, the process running without gears, the thing happening even when failure is a consolidated fact. After all, "things work differently here" is a truth to be embraced by all, you don't need a framework when you have Xtreme-Go-Horse.

Ultimately there are only 3 ways to do a thing: the right way, the wrong way, and the Extreme Go Horse, which is just like the wrong way, only faster.

XGH is actually an allegory for the misuse of frameworks and best practices, commonly adapted to realities that do not have the necessary basis for such use, and which almost always creates an impractical "best practice".