Six Disciplines

NOVEMBER 16, 2011

Our choice is to manage this ongoing process and improve the things that can be improved, or ignore the process and decay. The challenge for us as individuals, and for organizations, is how to keep on the “upward vector” of growth, innovation, improvement and continual learning. But, which comes first: process or behavior?

Six Sigma 122

Six Sigma Resistance Fashion Process 122

Strategy Driven

NOVEMBER 21, 2013

Too many organizations today have created and tolerated a range of practices in which creativity, innovation, and the fundamental expressions of our thoughts and feelings about our work and our futures are ignored or spurned. This lack of listening is a tremendous source of waste. About the Author. Lock in and Engage Top Talent.

Six Sigma 64

Six Sigma Productivity Products Chief Executive Officer 64

Strategy Driven

DECEMBER 26, 2013

Those in senior-management roles may have trouble seeing or identifying with this phenomenon and may mistakenly assume it only happens in other organizations. The executive floors are largely immune from this and, at the same time, unconsciously responsible for it. Shift Your Understanding. About the Author.

Productivity 69

Productivity Products Six Sigma Chief Executive Officer 69

Strategy Driven

NOVEMBER 7, 2013

Unfortunately contemporary management theory and practices have ill prepared us for our current reality. Historic innovation often comes during times of historic difficulty, as these breakdowns create the demand for something new to emerge. Suppressing Innovation. The ‘Wastes’ of Execution: Transportation.

Ohno 50

Ohno Productivity Products Six Sigma 50

Strategy Driven

DECEMBER 5, 2013

In other words, we’re paying people to think, to innovate, and to collaborate with others to produce the best possible results. Unfortunately, contemporary management theory offers no alternatives to this style of organizing work and designing organizational structures. About the Author. Lock in and Engage Top Talent.

Productivity 50

Productivity Products Six Sigma Competitive Advantage 50

The Practical Leader

AUGUST 31, 2011

We’ve been working with more and more executive teams who proclaim strategies for transforming their culture toward higher safety, customer service, innovation, Lean/Six Sigma approaches, productivity, employee engagement, or new technology platforms. The Peak Performance Balance: Managing Things and Leading People.

Six Sigma 53

Six Sigma Workshop Seminar Self-aware 53

Strategy Driven

JULY 16, 2015

Use this question to exercise wisdom, patience, discernment and caution when building and executing your plan. Clever innovators and creative change agents recognize that solving problems 'inside' a box, when the box itself is the problem, is like moving chairs around on the Titanic. Learn to make change, not just manage it.

Critical Success Factor 50

Critical Success Factor Six Sigma How To Resistance 50

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. As Fujio Ando, senior managing director at Chibagin Asset Management suggests, "Japan's consumer electronics industry is facing defeat. Admittedly, continuous improvement once powered Japan's economy.

Six Sigma 17

Six Sigma Kaizen Govindarajan Telecommunications 17

Harvard Business Review

SEPTEMBER 24, 2014

Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success. The problem is, this instinct crowds out longer term, innovative thinking.

Budgeting 13

Budgeting Innovation Disruptive Innovation Six Sigma 13

Strategy Driven

APRIL 8, 2011

Defining and Managing the Category or Subcategory. Brand Relevance provides the tools companies need to generate innovative offerings that can create long-term financial success. Detailed with more than two dozen case studies, Brand Relevance lays out the four key tasks required to attain brand relevance: Finding New Concepts.

Brand 56

Brand Aaker Six Sigma Short-term 56

Harvard Business Review

JUNE 10, 2011

These mandated-from-above programs include Lean Six Sigma initiatives with experts (" Belts ") in command, big IT implementations, and reengineering of major end-to-end processes. An executive in the company's finance operations adopted a Six Sigma belt-driven approach to reduce costs in the company's global shared service centers.

Six Sigma 15

Six Sigma Bottom-up Cost Project 15

Harvard Business Review

OCTOBER 18, 2012

If you've had a bad experience with an operational improvement effort (like Six Sigma or Business Reengineering), or if you haven't given it much attention lately, you should take a fresh look. Many companies and executives have been disappointed with these efforts when results weren't sustained and inefficiency crept back in.

Operations 15

Operations Six Sigma Supply Chain Webinar 15

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. For instance, we have a course for mid-level executives, called the Manager Development Course (MDC).

Six Sigma 8

Six Sigma Human Resources Benchmarking Participative 8

Harvard Business Review

MARCH 23, 2011

The result: Employees get confused and cynical (senior management's "flavor of the month"). An executive decides on a different and better way to do things, and prepares a sales pitch that goes something like this: First: "We need to change. Perhaps worst of all, they are forced to abandon old approaches that worked.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

MAY 13, 2014

GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. Partnering: getting ideas from start-ups.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

OCTOBER 5, 2012

Well, after a traditional education, business school, and five years working in strategy consulting and venture capital, I went to a cocktail reception at Stanford's d.school, the Hasso Plattner Institute of Design, where I met George Kembel, cofounder and executive director of the school. It means generating real insight, from nothing.

Creativity 14

Creativity Six Sigma Entrepreneur Learning-by-Doing 14

Harvard Business Review

MARCH 1, 2017

This view differs substantially from the relentless focus on efficiency that has characterized management thinking for most of the last three decades, but it is absolutely essential if companies are going to spur innovation and reignite profitable growth. Let me explain.

Efficiency 8

Efficiency Productivity Products Company 8

Harvard Business Review

NOVEMBER 24, 2015

This sense of being pushed and pulled every which way – without having any broader context or a sense that you’re getting somewhere – is something I see all too often in organizations, as executives try to keep up with new competitors or business trends.

Welch 8

Welch Six Sigma Real Estate Trends 8

Harvard Business Review

OCTOBER 22, 2013

Innovation starts with new and novel ideas. When we surveyed over 300 global executives between 2008 and 2009, one of the primary concerns they expressed was their inability to compete long term without a solid innovation engine that can grow their top line. Finding ideas is never the problem — initially. Find Pivots.

Skills 8

Skills Power Six Sigma Disruptive Innovation 8

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ).

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

SEPTEMBER 21, 2012

People across industries and job segments need hyper-specialized skills to thrive in this environment, and both white and blue-collar jobs will need to innovate to remain relevant. An Economist Intelligence Unit survey of more than 350 executives from multinational companies reinforces this notion.

Skills 17

Skills Six Sigma Supply Chain Education 17

Harvard Business Review

JANUARY 26, 2015

Companies in industrial businesses had to drive costs down and execution up and create foolproof processes to ensure quality. Accordingly, Jack Welch’s drive to Six Sigma involved an intense focus on controlling costs, quality, and execution on both the infrastructure and behavioral sides (e.g.,

Welch 8

Welch Six Sigma Agility Operations 8

HR Digest

NOVEMBER 18, 2021

By skills, we mean basic skills, people skills, management skills, and technical skills you know you are good at. Management Skills: Motivating, leadership, problem-solving, etc. You do not need rules, guidelines or procedures to execute the job. Conflict management . Time management . Stress management .

Skills 111

Skills Six Sigma Software CRM 111

Harvard Business Review

APRIL 6, 2011

In this case, the answers were not there, the effort was stopped, and a new management team took over. However, two years without any tangible results will strain any executive team's patience. The management team was running short of patience for results and wanted me to help them bring changes to fruition.

Process 14

Process Six Sigma Finance Short-term 14

Mike Cardus

DECEMBER 28, 2011

Creativity To Innovation: Implementing Inventive Solutions. 3 Steps to Improve Results of Employees & Management. High Performance Team Development & Leadership Workshop with Executive MBA’s. Innovation and 21st Century Learning. Innovation and 21st Century Learning. Discover Temperament.

Workshop 94

Workshop Team Building Six Sigma Innovation 94

Harvard Business Review

FEBRUARY 20, 2013

A 2010 IBM survey found that 79% of global chief executives foresaw "high or very high complexity" over the next five years, but only 49% felt their organization was prepared to handle it. Access to finance , designing operational processes and systems , and building strong, talented management teams are just a few obstacles that many cite.

Entrepreneur 8

Entrepreneur Company Six Sigma Franchising 8

Harvard Business Review

OCTOBER 30, 2013

From reducing costs by improving quality, to enriching existing products and services by informationalizing them , to innovating by bringing big data and analytics to bear, data are showing themselves worthy across the board. You don’t need a Chief Data Officer to put basic data management capabilities in place.

Six Sigma 8

Six Sigma Long-term Information Technology Short-term 8

Harvard Business Review

OCTOBER 18, 2013

Next, the 10-member senior leadership team used a variety of means, such as town halls, and videos of executives explaining the plan, to clearly and repeatedly communicate the urgent need for cost reduction as a requirement for process redesign across the system that would ultimately improve patient care. Leading Health Care Innovation.

Cost 8

Cost Health Care Six Sigma Insourcing 8

Harvard Business Review

NOVEMBER 5, 2012

But increasingly, at the local level, innovative approaches involving unlikely partners playing unlikely roles are disrupting the status quo and addressing seemingly unsolvable challenges like those posed by Sandy. Government must adopt innovation practices that mirror those used by leading entrepreneurial companies around the world.

Six Sigma 8

Six Sigma Long-term Innovation Definition 8

Harvard Business Review

AUGUST 11, 2015

Mauro Porcini is PepsiCo’s Chief Design Officer—the first to hold the position—where he oversees design-led innovation across all the company’s brands under CEO Indra Nooyi. That’s where our work is really about innovation. I strongly believe that design and innovation are exactly the same thing.

Organization 8

Organization Brand Six Sigma Innovation 8

Harvard Business Review

OCTOBER 27, 2014

A mid-level manager in this 5,000-employee hospital, she is leading a 70-member group on patient flow as part of a larger organizational effort. Her ability to lead and inspire — to become a change leader from her position as a mid-level manager — is helping her team produce results. I found a few defining characteristics: 1.

Middle Management 13

Middle Management Six Sigma Taylorism Taylor 13

Harvard Business Review

OCTOBER 28, 2013

The model for healthcare is being flipped upside down — from decades of focusing on acute care episodes and encouraging utilization to a future where successful organizations are able to reduce utilization, manage population health, and activate patients in the consumption (and delivery) of their own care.

Health Care 8

Health Care Innovation Six Sigma Consultative 8

Harvard Business Review

JUNE 23, 2015

The executive team of a consumer healthcare company had concluded that the rise of new competitors meant the company needed to up its innovation game. The company had spent the past two decades focused on implementing Six Sigma processes across the enterprise and it was primed to execute on the best and smartest ideas.

Innovation 8

Innovation Company Six Sigma Constraint 8

Harvard Business Review

MARCH 7, 2011

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). Many companies adopted Six Sigma in the late 1990s.

Six Sigma 14

Six Sigma BPM Process Hammer 14

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. That's partly because they manage global projects like traditional ones. To get the most from dispersed innovation, managers need a different playbook. Here are three ways to set up and manage global innovation for success: 1.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

APRIL 27, 2015

Can you think of any business topic that’s been hotter for longer than innovation? In a McKinsey poll , 94% of the managers surveyed said they were dissatisfied with their company’s innovation performance. And yet when it comes to innovation, the gap between aspiration and accomplishment seems as big as ever.

Innovation 8

Innovation Company Engineering Supply Chain 8