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Are These Systems Serving or Subverting Organization Results?

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. The differences flow from the leadership team’s values and assumptions about people.

System 52
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At the Crossroads: Piecemeal Programs or Culture Change?

The Practical Leader

This too shall pass” From Bolt-On Programs to Built-In Culture Change Hundreds of studies over the decades have shown that 50 – 70 percent of improving customer service levels, restructuring, mergers/acquisitions, introducing new technologies, performance management systems, leadership training, and the like fail.

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Applying a Model for Small Business Continual Improvement

Deming Institute

Applying SMED, the theoretical sessions would act as the external activities that operators have to perform before a changeover, and actually implementing them in a running business would be the internal ones. SWOT analysis. Leadership. Root cause analysis. 7) Institute modern methods of supervision.

Deming 28
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Vital Keys to Leading a Fast, Flexible, and Agile Organization

The Practical Leader

When we started our coaching and consulting work with his leadership team, it soon became clear they were frantically implementing a partial and piecemeal effort. Leadership teams failed to guide the improvement activities and establish clear improvement priorities. Bolt-On Change Programs. Built-In Change Process. Line Management Led.

Agility 124
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Data Can Do for Change Management What It Did for Marketing

Harvard Business Review

When a change practitioner talks about data, typically that is qualitative information, generated by a root cause analysis workshop or similar. These intangible factors like culture, leadership, and motivation do not yield easily to empirical analysis. The issue is that they operate as artisans, not scientists.

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Can GM Make it Safe for Employees to Speak Up?

Harvard Business Review

First, Maryann Keller, a former auto analyst, notes that, historically, GM hasn’t invested in root-cause analysis. ” But although changing a corporate culture is hard, it is not impossible with the right leadership. So it had to use the washer fluid itself to cool down.”