Deming Institute
JANUARY 5, 2017
I don’t remember getting too many details from my dad about the class, other than Dr. Deming chastising some executives who showed up during the last hour of the last day. We argued with him, citing our understanding of Deming and the modern quality approach, including the Taguchi loss function, as we had studied in our TQM class.
Chartered Management Institute
MARCH 24, 2012
Most of us have fallen into our career. While the proportion of vocational to non- vocational degrees fluctuates, most people still end up in a career that just happened. Fundamentally, though, most of us fall into a career without understanding why. This is an exercise to help break free of the assumptions behind this.
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Chartered Management Institute
JANUARY 22, 2012
Don't wait for headhunters to call - if you're a senior executive looking for a job and they haven't already then it is too late. You need to drive the process - with the right approach and the right effort almost anyone (though I am personally concerned with senior executives) can land a role and do so quickly.
Harvard Business Review
JANUARY 30, 2013
Then we got talking about the odometer on my Nissan Pathfinder: Is a car that can go 300,000 miles a case of over-engineering or TQM excellence? And it might be good for your career. Would the "Everything is a case study" view of the world have helped Eastman Kodak executives think through digital technologies earlier?
Chartered Management Institute
MAY 15, 2012
In his address to Stanford Graduates in 2005, Steve Jobs said; "And most important, have the courage to follow your heart and intuition". When we have an intuitive response to something it is often our personal values that are being touched upon.
Chartered Management Institute
DECEMBER 2, 2011
The present UK government are placing a great deal of emphasis on the small business and entrepreneurial sector to deliver the economic turnaround that the country needs, and also to provide gainful employment for the millions of people who are being made redundant from both the private and public sectors.
Chartered Management Institute
JUNE 11, 2012
What are the fantasies and fears, projections, and stereotypes that influence our behaviour in situations like this? Which ones help us survive today and which are legacies from our cave-man ancestors? When does our sense of outrage provoke us to act? When does our sense of decorum prevent us?
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