Deming Institute

NOVEMBER 29, 2018

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. At home, we purchased our first Toyota product, a pick-up truck, after growing disappointment with 2 U.S. Yet, what can be said of the limits to standardization?

Six Sigma 37

Six Sigma Deming System Quality 37

N2Growth Blog

JULY 21, 2016

Learning Organization – A learning organization is one that acquires knowledge and facilitates the learning of its team members, in order to continuously improve, innovate, and transform. This information is delivered as a by-product of the work performed by employees.

Strategic Planning 175

Strategic Planning Network Organization Project Reference 175

Harvard Business Review

JULY 15, 2013

Immelt asked why production should be put in old factories in a union environment. We can have engineering work more closely with production. If the goal was to leapfrog the competition in every product line while revitalizing U.S. The $1 billion plan envisioned 11 new product platforms in six different manufacturing sites.

Insourcing 8

Insourcing Operations Offshoring Engineering 8

Curious Cat

MARCH 10, 2015

The city begins a quality and productivity (QP) improvement program. Field operations are decentralized into four areas of the city – central, south, east, north and west. Operating the department based on the Principles of Quality Leadership. We are a learning organization. Managing conflict. Evaluating.

Case Study 40

Case Study System Decentralization Management 40

Harvard Business Review

MAY 18, 2018

To infuse change agility into your culture, mid- and front-line leaders — who are closest to the markets, customers, and daily operations — need to be encouraged and incented to see opportunities in what they do every day. Look ahead and see opportunity: Most leaders view this as the role of senior executives.

Agility 15

Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

JUNE 24, 2016

We design products, experiences, and even business models. It’s a brain when we talk about a learning organization. As strategy and planning give way to execution and operations, those with a more micro orientation take the lead. The response is always a version of “What are we going to do about it?”

Team 14

Team Construction Learning-by-Doing Agility 14

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.”. Every organization will have to learn to innovate” on a constant basis, Drucker wrote.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

AUGUST 30, 2012

A few years ago, the chief operating officer launched a customer quality initiative to improve six core processes and assigned executives to "own" each process. But they're not failing fast to learn. It's definitely not a learning organization. How can you break this cycle? They're just failing more.

Company 8

Company COO CFO Insurance 8

Harvard Business Review

NOVEMBER 23, 2015

The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. What can be done to close that gap?

Learning-by-Doing 8

Learning-by-Doing Tools Team Efficiency 8

Miles Anthony Smith

AUGUST 7, 2018

Tim Magwood ( Leadership Coach & Musician ) I would say being an “agile learner” Things are moving fast in our VUCA world and we need more leaders who are learning WITH their people and helping to create deliberate learning organizations. I just read Multipliers this morning. I am sure you know this book.

Leadership 102

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

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. The problem isn’t learning: it’s unlearning. In our era of digital disruption, this goal is more important than ever.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

HR Digest

AUGUST 10, 2020

With the world on lockdown, organizations everywhere have had to rethink how they operate. But in the midst of the crisis, some have discovered something unexpected: productivity has gone up, not down. The result is an organization that’s not only fairer, but also more effective. It doesn’t have to be this way.

Organization 98

Organization Crisis Diversity Long-term 98

Harvard Business Review

SEPTEMBER 15, 2011

That may seem obvious in the age of the crowd, but it's far from operational. The result: an organization in which ideas and people flourish and new products, technologies, and directions are freely generated. Entangled Talents: a 21st-century Social Learning System. But don't take it from me.

Management 11

Management McKinsey Letter Retail 11

Harvard Business Review

MAY 18, 2017

I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them.

Management 9

Management Balanced Scorecard NPV Article 9