Tanveer Naseer

DECEMBER 10, 2013

That’s why I believe that it is important to tap into some of his most pointed and provocative advice for creating the best possible futures for our organizations. In regards to the future, Drucker advocated using this with kaizen, or continuous, ongoing improvement. This could lead, he believed, to genuine innovation.

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. These technologies and innovations make creating cultures of accountability more practical and transparent. 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

In addition to laying out an approach for making one-time improvements, Reengineering's high priest (the late Michael Hammer) had advice for organizations wanting to sustain improvement. Most missionaries of the BPM religion come from a heritage in information technology.

Six Sigma 14

Six Sigma BPM Process Hammer 14