Historical Perspective

Eventronics™, formed in March of 2002, is dedicated to making real the application of Event Theory toward helping its clients achieve increased income, reduced expenditures and improved quality of life. With offices in East Aurora, New York we provide client services across the globe. Eventronics™ delivers measurable results through products, workshops, client mentoring and consulting services.

Eventronics™ is based on a revolutionary observation. Just as electrons are foundational to the structure and properties of matter, events function as the foundation of all activity at any level of complexity. Without events, life itself could not exist. This understanding forms the basis for a world of discovery that we believe will come to dramatically alter the world’s view of organizational and individual dynamics.

Eventronics was founded by Michael H. Spindelman, an accomplished businessman, engineer, troubleshooter and entrepreneur. Growing up in a family-owned retail business, Spindelman’s first exposure to the business world came at age 13 during a Labor Day sale. On that day he earned his first entrepreneurial dollar, in the process learning fundamental selling strategies. His love for electronics developed shortly afterwards during the production of a television commercial to promote the store. He witnessed first-hand how technology was able to seamlessly link short snippets of unrelated video clips into a cohesive message.

Upon completing college Spindelman received a BSEE from Rochester Institute of Technology, majoring in analog/digital systems with a minor in business. He began his professional career at Hewlett-Packard in the late '70's (a major recession period) as a field sales engineer at the start of the mini and desktop computer era. (pre-PC) He immediately recognized that desktop computing was going to be the "Fractional Horsepower Engine" (the little marvel that brought America out of the Depression) of the computational age.

A good deal of Spindelman’s career was spent in the systems development arena. He integrated custom-developed software applications with complex components to create practical, seamless, real-world systems to improve productivity for average individuals. He worked in test engineering at Motorola during the beginning of the Quality Movement, at Computer Consoles at the breakup of AT&T (in directory assistance voice telephony A/D systems), and in design engineering at Strippit/DiAcro developing emerging networked control systems for machine tools (integrated manufacturing work cells).

The technical side of his work was always balanced by the human aspects of whatever application he was working on. A coworker once said that Spindelman could take innate objects and bring life to them. Ergonomics was the foundation for everything from test systems to hand-held applications. While working as a systems integrator, he focused on how to apply Computer Aided Design Systems to accelerate the concept-to-product (art-to-part) cycle.

It was at this time that Spindelman discovered that dramatic innovation comes about when technology is not permitted to impede the stream of its users’ thought process. During this period, too, he realized that on top of the physical world around us is an unseen layer of data that can be a major aid to progress if we learn to interpret the feedback it offers us.

While helping a start-up Six Sigma consulting practice, Spindelman provided $6M of the sales growth it achieved in growing from $280K to nearly $10M over twenty-two months. But after-hours discussions with key figures in some mature Six Sigma companies revealed a glass ceiling they were all inevitably reaching. Something was missing from the Six Sigma toolset.

These companies were also looking for a "universal" methodology that would encompass and improve upon all of the "Flavor of The Month" management initiatives. As 2001 began some tech sector Six Sigma companies were getting smashed as the technology bubble burst. Their programs could not solve one major problem that proved decisive for them: how to create reliable top-line income growth.

When there was room for cost reduction in an enterprise, Six Sigma worked great. Six Sigma proceduralized everything from production to the sales process, but the need for innovation to meet true market demand just couldn't be addressed by process improvement. To use an analogy, many companies were trying to sell sweaters in a heat wave, and no one was buying. Then 9/11 hit. With the downturn in the economy the problem spread like wildfire across other industries. But where Six Sigma saw insurmountable problems, Eventronics™ was beginning to see patterns.

In slightly technical terms, what Six Sigma did was what a good television set designer would do. They got all of the operational components of the system working. The focus was on throughput, cycle time and scrap. They transformed an organization – to continue the analogy – from rabbit ear reception to cable clarity. But they never addressed the content of what was on the display. And this ultimately brought about the failure of their methodology.*

Meanwhile major industry players were adjusting from this mistake. The computer industry had grown past selling just computers to selling software and peripherals. Even HP finally realized there was little money in printers, but lots of it in the consumables. Apple computers tanked selling computers but soared selling desktop publishing. Sony realized there was little money in TV's, radios, and computers, and they learned quickly that there is lots of money to be made in entertainment. The lesson was and is: Control both the hardware and the software, the technology and the content, and you can drive future growth.

Spindelman’s goal in developing Eventronics™ was to improve both process and content. In the terms of Event Theory, which he developed to support this work, this requires viewing the events and not just the moments, focusing on the flow of the entire movie instead of individual snapshots. Spindelman essentially created a science of individual and organizational effectiveness that responds to a continuously fluctuating field of market dynamics.

With the MasterMind H³ program we believe we have succeeded to a degree that no other business improvement program has in systematizing ALL the elements of a successful and sustainable business at any scale: innovation, project fulfillment and organizational synergy .

For more on Event Theory go to Here.
For the content of the MasterMind H3 go to Here.
To see the benefits you and your organization can expect to gain go to Here.

*In engineering terms, T(s), where T is a transfer function and s represents the domain of the system, equals the sum of all F(x), where each F is a process and x the elements of that process, PLUS some other terms that Six Sigma neglected to include in their equation. The Event Flow™ model defines these other terms as Ideas and Work. By ignoring these other terms Six Sigma alone was not able to produce a truly comprehensive organizational transfer function.