An Ongoing Conversation with Ed Baker, Episode #1 – January 28, 2019

Deming Institute

However, I do like the idea of plateaus since improvement is a learning process. The engineers studied only the defective tires to determine the causes of defects. continual improvement Dr. Deming management systems system of profound knowledge systems thinking theory of knowledge learning organization as a system System of Profound Knowledge understanding variation

What we see…

Deming Institute

A few years ago, I read an account of the Airbus Quality Lean Academy, with an inspiring image of students entering a lean temple, where students are coached and developed “with the basis they need to become self-reliant problem solvers and spread the word around the business.” Maintaining an investment in such a dedicated learning environment for 15+ years is no small feat, especially with the challenges of the idiosyncrasies of the partner nations.

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EBM: Systems Thinking


In organizations, systems consist of people, structures and processes that work together to make an organization healthy or unhealthy. Systems thinking techniques may be used to study any kind of system — natural, scientific, engineered, human, or conceptual. The major proponent of systems thinking in organizations is Peter Senge, who views systems thinking as a vital component of a learning organization.

Reflecting on David Garvin’s Imprint on Management

Harvard Business Review

” ( Sloan Management Review, 1984) — hold up well, but as the new millennium approached and the economy grew less dependent on manufacturing, Garvin became less focused on quality management specifically and more concerned with all the processes organizations use to get work done. “The Processes of Organization and Management” (1998) explains why Garvin and others had grown so interested in using processes as a window into general management.

NPV 13

The Core Incompetencies of the Corporation

Harvard Business Review

Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure. Second, large organizations are incremental. And finally, large organizations are emotionally insipid. Imagine, if you will, a car engine so woefully inefficient that only 13% of the gas it consumes actually combusts. Large organizations squander more human capability than they use.

Insourcing at GE: The Real Story

Harvard Business Review

We can have engineering work more closely with production. A team of 16 curious, honest, and bold people — including production operators and leaders from HR, engineering, purchasing, operations, and training — were selected.

The Winners of the Management 2.0 Challenge: How They Are Reinventing Management

Harvard Business Review

There is so much to learn, borrow, and build upon in these winning entries when it comes to how we can use the principles, and tools of the Web to make our organizations more adaptable, innovative, inspiring, and accountable. What if any organization could engage the collective intelligence of employee, customer, or other stakeholder populations to find out "what people would think if they were thinking"? Entangled Talents: a 21st-century Social Learning System.