Development Lean Production Products Team 
Harvard Business Review
JANUARY 15, 2014
When is it possible to predict a product’s success? How you answer this question may be the most important factor in how you design your product development process — and, ultimately, in whether your business succeeds or fails. Is market performance predictable for a specific product or class of products?
Lead Change Blog
NOVEMBER 27, 2018
Lean reflects the natural evolution of business and knowledge-based work: data-driven, yet practicing mindfulness in everyday production. At the team level, Lean prioritizes helping members pinpoint inefficiencies and work together to optimize results for the customer. Driven By Data.
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Harvard Business Review
JANUARY 8, 2013
By sheer happenstance, I had just gotten a copy of Gemba Walks , a collection of essays by James Womack , a co-author of the automotive classic The Machine That Changed The World and a pioneering importer of Toyota-inspired lean production insights and methodologies to America. What does it mean for your company and industry?
Harvard Business Review
APRIL 22, 2015
This was the original purpose of forming corporations — to facilitate the production of products and services with the least amount of wasted time, materials, and labor. Many companies still compete this way and there continue to be successors to Taylorism, including business process reengineering and lean production.
Harvard Business Review
FEBRUARY 25, 2014
Develop deep expertise — your best risk-mitigation strategy . The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. Lean Product Development and Customer Development processes) decreases the chance of a startup’s failure.
Harvard Business Review
FEBRUARY 10, 2015
More and more companies are adopting software and product development frameworks like Agile , Scrum , and Kanban — which promote quick, iterative, lean production — to deliver higher quality products, faster. Much of my work involves coaching teams to be more high-performing and self-organizing.
Harvard Business Review
AUGUST 23, 2012
When I've seen individuals, project teams and organizations humiliatingly — and expensively — fail at innovation, the odds are they overinvested in sophisticated analyses and underinvested in simple tests. My favorite excuses are the ones where team leaders piously declare there's simply not enough time or money for testing.
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