Leading Blog

APRIL 22, 2015

The Lean CEO by Jacon Stoller gets to the thinking behind why Lean management works. It is a holistic approach to management. It is “a fundamental overhaul in the way companies manage people.” Stoller points out, Lean organizations outperform non-Lean organizations for two basic reasons: Brings Out the Best in People.

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CEO Learning-by-Doing Teamwork Environment 150

Great Leadership By Dan

OCTOBER 19, 2017

Signs of a Lemming Leader: Use of jargon: Do you use the terms restructuring, high reliability, six sigma, just culture, strategic sourcing, population health, or employee engagement in your organization? To continue to have our product priced competitively so we can increase sales, we need to reduce our costs.

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Six Sigma Storytelling Peer Review Restructuring 209

The Practical Leader

SEPTEMBER 20, 2023

Leaders need more speed with changing internal systems, launching new products, and responding to rapidly changing markets. The fastest, most nimble organizations have a ratio of 11:2 — eleven employees pulling the organization forward for every two, dragging on growth and agility. Work is transformed from a job to a joy.

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IAS Innovation Agility Learning-by-Doing 59

HR Digest

AUGUST 13, 2023

Providing ongoing support and clarifying how managers can collaborate effectively with new hires. By prioritizing onboarding and training, organizations can lay the foundation for a positive work environment and ensure that employees feel supported and prepared to thrive in their roles.

Environment 52

Environment Positioning Strategy Diversity 52

The Horizons Tracker

APRIL 14, 2020

Then, you have the fabled unicorn, who while they may not have a great deal of revenue, much less profits, to speak about, have nonetheless managed to secure the $1bn valuation that marks them out as the next big thing. Learning organizations.

Company 101

Company Short-term Long-term Report 101

Eric Jacobson

FEBRUARY 16, 2021

Authors Jeff Kavanaugh’s and Rafee Tarafdar’s new book, The Live Enterprise , is all about how to create a continuously evolving and learning organization. They explain that the very nature of organizations has come under pressure. And even change management is changing as well. Value chains have changed.

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Chief Technology Officer Competitive Advantage Agility Operations 65

Experience to Lead

APRIL 18, 2022

This makes sense, as employee wellness has a direct correlation to productivity, profitability and talent retention. L&D plays an integral role in making sure these concepts are well-understood, and not misconstrued, by the organization. We should keep in mind that one’s ability to learn is closely connected to their wellness.

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Training Team Learning-by-Doing Leadership Development 52

Curious Cat

MARCH 10, 2015

Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. Begin discussion with top management team and train them. Share feedback with the chief and his management team. Get buy-in from top department managers. Managing conflict.

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Case Study System Decentralization Management 40

Deming Institute

MARCH 18, 2019

Mike Tveite shared his thoughts on The Role of Learning in Improving Organizations at the 1991 Ohio Quality and Productivity Forum conference. The point Mike makes throughout his presentation, and I agree, is that when you use the PDSA cycle well that is what will happen; you will learn and find new questions to explore.

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Deming Organization Conference System 35

Strategy Driven

AUGUST 5, 2016

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. Operations are sound, professional and productive.

Leadership 50

Leadership Benchmarking Learning-by-Doing Ethics 50

Deming Institute

NOVEMBER 29, 2018

In between, Motorola was working to unveil its Six Sigma Quality efforts and James Womack, Daniel Roos, and Daniel Jones were in the 4 th year of a highly productive 5-year study on the future of the automobile. At home, we purchased our first Toyota product, a pick-up truck, after growing disappointment with 2 U.S.

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Six Sigma Deming System Quality 37

Deming Institute

MARCH 2, 2017

That is the wrong sequence, the right sequence is quality and then time and then cost and then new products. Brian Joiner also expressed this idea well : Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.”.

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Deming System Quality Cost 28

Strategy Driven

JUNE 17, 2011

You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. How well does your product accommodate the customers’ needs? What can you learn by observing their use of your products or services?

Learning-by-Doing 62

Learning-by-Doing Industry Follow-up Skills 62

Harvard Business Review

AUGUST 10, 2015

The role of the manager is currently undergoing a transformation. Historically, managers embraced the role of coach and mentor. And yet, this function remains critical to the long-term health and productivity of the organization. This erosion in the role of the manager has not gone unnoticed.

Management 8

Management Mentor Content Training 8

Harvard Business Review

SEPTEMBER 15, 2011

Just two months ago, we announced the Management 2.0 Challenge , asking how could technology inform and enable management innovation. Morning Star is one of the world's leading processors of tomatoes and one of the most progressive models of a self-managed enterprise. Entangled Talents: a 21st-century Social Learning System.

Management 11

Management McKinsey Letter Retail 11

Strategy Driven

JUNE 24, 2011

You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. Nurture leaders at all levels. Proactively identify and resolve potential challenges and roadblocks. Improve communication at all levels.

Energy 66

Energy Follow-up Industry Learning-by-Doing 66

Miles Anthony Smith

AUGUST 7, 2018

So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Any other leadership advice you recommend for leading well?

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Leadership Self-aware Learning-by-Doing Open-book 102

N2Growth Blog

JULY 21, 2016

It influences the way work is organized, executed and informs the ways in which quality measured. Empowerment – Employee empowerment occurs when management shares information and a certain degree of autonomy and responsibility for decision-making, allowing employees to take initiative and make decisions to solve problems.

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Strategic Planning Network Organization Project Reference 185

Lead Change Blog

NOVEMBER 11, 2016

A few years ago when I was managing a high energy, informal, friendly, and fun team, I could count on everyone to work well together–with one exception. As a leader, you can decrease discomfort and increase productivity by increasing your awareness of personal style and organizational culture and how they interrelate.

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Diversity Teamwork Bottom-up Learning-by-Doing 309

Harvard Business Review

MAY 11, 2018

You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). Every employee I have managed would give up their so-called perks for one thing: clear expectations. How, then, do we repair a flagging culture?

Teamwork 15

Teamwork Consensus Attrition System 15

Deming Institute

JANUARY 28, 2019

Eliminating defects can’t help customers if the product or service does not meet their requirements. (See This highlights a weakness of defining quality only as the absence of defects and the limitations of zero-defects programs that don’t define what does satisfy the customer. See Symphony of Profound Knowledge, pp.

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Deming System Sample Analysis 44

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. How should managers alter their approaches to fit the times? Build true learning organizations. “If

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Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

MAY 18, 2018

Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Their people are no longer part of the organization they joined.

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Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

NOVEMBER 23, 2015

A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. In most organizations, there’s a standard set of tools we use to form, lead, and manage teams. When you want a status update, you go to the project manager.

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Learning-by-Doing Tools Team Efficiency 8

Harvard Business Review

JULY 15, 2013

You may recall that NUMMI was a joint venture of Toyota and GM, where Toyota took over one of GM''s worst plants and turned it around with a new management system — using many of the same people and the same unions. Immelt asked why production should be put in old factories in a union environment. So, how did GE do it?

Insourcing 8

Insourcing Operations Offshoring Engineering 8

Harvard Business Review

OCTOBER 12, 2011

In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning.

Organization 9

Organization Supply Chain Decentralization Bureaucracy 9

Harvard Business Review

JUNE 24, 2016

We design products, experiences, and even business models. To design our thinking, we have to become adept at working with mental models and managing thinking styles. This requires both learning and unlearning. (The It’s a brain when we talk about a learning organization. But something is missing.

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Team Construction Learning-by-Doing Agility 14

Harvard Business Review

NOVEMBER 6, 2015

Especially for today’s knowledge-based work, much of what we need to know we learn from others’ experiences, through what’s called vicarious learning. As a manager for Bain & Co. As a manager for Bain & Co. billion per year from employees failing to share knowledge effectively.

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Company Licensing Knowledge Management Transportation 8

Harvard Business Review

JANUARY 4, 2011

It's well past time to begin imagining an organization of a radically different kind — one that takes a quantum leap beyond strategy, marketing, and finance into a novel galaxy of unexplored, untapped economic possibilities. Here's what I think that organization — call it the Meaning Organization — might look it.

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Organization Finance Senge Long-term 15

Harvard Business Review

AUGUST 30, 2012

This company has demonstrated a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. But they're not failing fast to learn. It's definitely not a learning organization. They're just failing more.

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Company COO CFO Insurance 8

Harvard Business Review

NOVEMBER 3, 2016

Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. They look beyond controlling the pipe that delivers a product and instead build platforms that enable others to create value.

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Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. The articles — “Competing on the Eight Dimensions of Quality” (1987) and “What Does ‘Product Quality’ Really Mean?”

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

NOVEMBER 8, 2018

One in three respondents said their organizations don’t even have any systems in place to share learning among employees. Later group members indicated that their real-world difficult conversations indeed had become more productive. Learning to Learn. You Can Learn and Get Work Done at the Same Time.

How To 14

How To Participative Construction Learning-by-Doing 14