When working with leadership teams on their strategic plans, one of the most common mistakes I see is having too many projects. Everyone always feels that they need to keep every project on the list for a variety of reasons, many of which defy logic: Continue reading…

Why? How is it that such a short and simple question can make you crazy when asked over and over again by a small child? Probably because we quickly realize that we don’t really know WHY something happens when we start peeling back the onion. However, that childlike persistent curiosity can pay [...] Continue reading…

Everyone talks about the importance of managing with Key Performance Indicators (KPIs). As you learn more about what KPIs companies select and how the KPIs are used, you quickly learn that there are significant improvement opportunities for KPI selection and management.
The most common mistake is selecting only lagging indicators to measure performance, with no [...] Continue reading…

Here is a short case study.
There are two problems in your company, each of about equal scope and complexity. Each problem is assigned to a high-potential up-and-comer in the organization to resolve. A week later, they report to the management team on the status. Steve reports that the problem is taken care [...] Continue reading…

Making changes in an organization is never easy. I often think about the population of people and how they respond to the changes in three groups. The first group is the early adopters; they get right on board and embrace the new way. The second group is the uncommitted masses. This [...] Continue reading…

When people imagine a brainstorming session, they visualize a room of people where ideas are flowing like water, every idea is a breakthrough, there is electricity in the room, and the group is energized. The truth could not be further from this image. Instead, people are staring at a blank sheet of paper, [...] Continue reading…

Imagine watching your favorite sport. The game is in its closing moments and the score is tied. Your team has a chance to win with the next play. In a flash, the coach runs out on the field, makes the big play, and your team wins. During the post game interview, [...] Continue reading…

I was once told that 90% of companies that start the Lean journeys fail, fake, or quit.  This was at the start of my personal lean journey and it was to serve both as a lesson and a warning:  Don’t let this happen to you.
Companies fail for a number of reasons, including lack of leadership [...] Continue reading…

In business, companies are always looking for an edge over the competition—how to generate greater profits by maximizing the use of their assets and a keen focus on the business objects.  In Profit for Life, Joseph Bragdon makes a case that companies that serve and “value people and things people care about” have a long-term [...] Continue reading…

Last week I was working in India and was asked a good question:  What part of the lean transformation is cultural?  This is a great question that I wish more leaders would ask.  Yes, questions about reducing cost, growth, cost of the program, and the number of events are important, but leaders almost never ask [...] Continue reading…