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What's Holding You Back? A Call for Gutsy Leadership

Leading Blog

Management that doesn’t confront problems and make the necessary tough decisions to change, typically ends up with a culture focused on pride in the past and the protection of old procedures. I think we are seeing too much of this core issue and what we end up with is operational complexity and lack of innovation and forward momentum.

Six Sigma 280
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Quality Team and Leadership Development

Mike Cardus

Capitalizing upon the innovation and motivation of the people who work along with you to complete the work. It signifies the talent of bringing people together and getting them to effectively work towards a common goal, to co-operate with each other, to rely upon each other, to trust each other.

Quality 138
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Strategy Execution - The Un-Idea

Six Disciplines

"Twenty-five years ago, management meant control. Managers put in controls, handed workers specifications, and established formal structures that ensured that people did what they were told. Companies operated alone, rather than being part of partner networks or plugging their people into informal relationships.

Execution 101
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6 Silent Productivity and Profitability Pitfalls, part 5 of 7

Strategy Driven

But we have come to tolerate the illusion that the essential matters of work can be invented, managed, and sustained through the creation, storage, retrieval, display, and publication of information. What was invented as a means to replace the post office has now become the most common management tool in organizations.

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How to Identify Your Project Stakeholders Interest

Mike Cardus

As a project leader/manager one of your primary responsibilities is to increase the absorptive capacity of the project to organizational and community stakeholders. Setting a precedent Rath & Strong’s Six Sigma Team Pocket Guide. Concerns about a relationship ?

Project 109
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6 Silent Productivity and Profitability Pitfalls, part 4 of 7

Strategy Driven

Yet, despite the negative connotations, most companies still operate bureaucratically – insisting employees work inside of increasingly complex structures with processes and procedures designed to standardize or control everything. Silent Killer #3: Bureaucratic Styles. 6 Silent Productivity and Profitability Pitfalls, part 3 of 7.

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6 Silent Productivity and Profitability Pitfalls, part 1 of 7

Strategy Driven

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. Not Listening. Bureaucratic Styles. Worship of Information.

Ohno 50