Tanveer Naseer

DECEMBER 10, 2013

Peter Drucker, who was considered to be the “father of modern management,” did not mince words when he advised managers and leaders about the dangers of complacency and putting off the future. Management has no choice but to anticipate the future, to attempt to mold it, and to balance short-term and long-range goals.

Drucker 259

Drucker Kaizen Short-term Innovation 259

Harvard Business Review

AUGUST 5, 2015

Feedback that comes without ways to monitor measurable change is less meaningful feedback than it is well-intentioned advice. Feedback must be explicitly linked to metrics, measures, and mechanisms that track the desired — and desirable — change. In other words, effective feedback requires effective feedback. You and Your Team.

Kaizen 8

Kaizen Self-aware Construction Compliance 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). In some of these companies, senior managers were dubious about the claims.

Six Sigma 14

Six Sigma BPM Process Hammer 14