Michael Lee Stallard
DECEMBER 9, 2010
All the Six-Sigma, Lean, benchmarking and metrics in the world won’t help us lead people if we fail to recognize these realities. Leadership is all about the human experience. Individuals who don’t demonstrate that they care about people will never be true leaders and, frankly, have no place in a position of leadership.
Six Disciplines
JANUARY 31, 2011
Unlike most strategic planning models/frameworks that can be daunting, the Six Disciplines methodology is practical and pragmatic. Feliciano, Senior Managing Consultant / Strategy & Change Consultant, Lean Six Sigma Master Black Belt at IBM Global Business Services - Strategy & Change. ” ~ D.
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Harvard Business Review
OCTOBER 16, 2014
If the number of executives from other companies who have been benchmarking GE’s management-development centers is an indication, interest in creating corporate universities is on the rise. Here are some of GE’s principles for achieving those essential aims: A leadership institute should reflect the company’s leadership ideals.
Harvard Business Review
JUNE 30, 2016
Traditional ZBB implementations focus almost exclusively on simple SG&A , in part because SG&A benchmark data is far more readily attainable than are relevant data from the core functions of comparable companies. It was apparent that others in the company shared this view.
Harvard Business Review
OCTOBER 12, 2011
In this case the leadership team decided to focus on creating long-term value, not quarter-by-quarter improvement, through a values-based culture with empowered employees. We began by measuring employee satisfaction to set a benchmark for improvement.
Harvard Business Review
MARCH 13, 2013
drama's main players about leadership, negotiation, and protecting our (national) brand. Benchmarking was a key feature of President Clinton's effort at Reinventing Government. Lean Six Sigma , which even made its way into a candidate pledge in the last presidential campaign , is one in a series of such business-to-government waves.
Harvard Business Review
OCTOBER 18, 2013
Banner’s leaders made a conscious choice to eschew industry benchmarks in the cost initiative. Finally, the leadership team, in partnership with Booz & Company, invited people from across the system to collaborate in cost reduction. All of Banner’s C-suite leaders served on the leadership team for the G&A project.
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