Deming Institute

APRIL 25, 2016

If you are a CEO or leader you want to have a portfolio of this kind of constant learning (multiple PDSAs being carried out on several aspects of systems concurrently) going on in the non linear world of systems… fail, in order to learn. How you try will greatly impact the proportion and size of failure.

Deming 28

Deming System Senge Seminar 28

Chart Your Course

JUNE 30, 2016

The essence of the book is captured in the quote by Robert Eckert, former Mattel CEO: “As you go to work, your top responsibility should be to build trust.” It is one of the top selling business books of all time and a favourite among CEOs. by Peter Senge. By Jim Collins. 2) Fear of conflict. 3) Lack of commitment.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

MARCH 7, 2018

Learning organizations – Peter Senge’s term — classically focus on intellectually oriented issues such as knowledge and expertise. As CEO, I was seen as insufficiently respectful of who we’d been, and what values needed to be retained. Instead, it may be more effective to focus on creating a culture of growth.

Senge 18

Senge Energy Learning-by-Doing Environment 18

Harvard Business Review

SEPTEMBER 18, 2013

The speakers are no slouches: eBay founder Pierre Omidyar, Bill Ford (yes, that Bill Ford), Karen May (VP of Talent at Google), and Linked In CEO Jeff Weiner top the bill. The CEO, John Ratliff, claimed that the gambit changed the culture of his company. But something in the zeitgeist is changing. At Wisdom 2.0,

Management 14

Management Senge Call Center Bottom-up 14

Harvard Business Review

JUNE 12, 2012

In my four decades as a senior manager, CEO, and corporate director of American high-tech companies, I have never seen the state of innovation in the U.S. What is most telling is the restrictive and uncreative cultural climates created by CEOs and other senior managers. Senge's concept of learning is not just sitting in a classroom.

Senge 9

Senge Engineering Innovation Learning-by-Doing 9

Harvard Business Review

JANUARY 4, 2011

It's a nod to — but a step beyond — Peter Senge's learning organization. In too many boardrooms, marketroids are minions, flunkies, and sidekicks, yes-men who refuse to stand up to the CEO, CFO, or board and say "No!! Here's what I think that organization — call it the Meaning Organization — might look it.

Organization 15

Organization Finance Senge Long-term 15

Modern Servant Leader

JUNE 15, 2018

Larry Spears was the CEO of the Greenleaf Center for Servant-Leadership for nearly two decades. In fact, he was the CEO and president of the Greenleaf Center for Servant-Leadership for almost two decades and now runs the Spears Center for Servant-Leadership. Larry Spears. Greatest Challenge to Servant-Leadership.

Greenleaf 125

Greenleaf Servant Leader Leadership Learning-by-Doing 125

CO2

OCTOBER 23, 2012

Here are books that I have read (or listened to) lately and recommend: The Five Temptations of a CEO by Patrick Lencioni. The Fifth Discipline by Peter Senge. Change Your Questions, Change Your Life by Marilee Adams (see my blog post on this topic here ). Thinking, Fast and Slow by Daniel Kahneman.

Schein 106

Schein Senge Kahneman Goleman 106

Modern Servant Leader

JUNE 15, 2018

Larry Spears was the CEO of the Greenleaf Center for Servant-Leadership for nearly two decades. In fact, he was the CEO and president of the Greenleaf Center for Servant-Leadership for almost two decades and now runs the Spears Center for Servant-Leadership. Larry Spears. Greatest Challenge to Servant-Leadership.

Greenleaf 100

Greenleaf Servant Leader Leadership Learning-by-Doing 100

Harvard Business Review

SEPTEMBER 4, 2012

I've been sent flowers and gift baskets and I've even been called by the company CEO to discuss my needs. One of my favorite books of all-time has been The Fifth Discipline (1990) by Peter Senge. In the opening chapter, Senge describes a very broken beverage company whose production doesn't talk with its promotion or its sales team.

Senge 8

Senge Efficiency Airlines Follow-up 8

Harvard Business Review

MARCH 22, 2011

Many other experts, such as Senge and Kotter have certainly added to that understanding with complex and nuanced constructs, but Caldwell's invisible glue comment holds a truth. Each believed they were "in the right" and wanted the CEO to simply pick the winner, making the losing party wrong and mostly likely, gone.

Strategy 16

Strategy Senge Kotter Innovation 16