Engaging Leader
DECEMBER 6, 2012
Guest Megan Burns is a consultant, speaker, & managing director of Operations Strategy Consulting. A certified Six Sigma Master Black Belt, Megan has worked with companies throughout North America and in 14 different countries. What are the different types of resistance to change that leaders often face?
Strategy Driven
MARCH 12, 2020
BPD is important for endless reasons including; Proper Alignment of Operations with Business Strategy: To change or modify the business strategy usually requires improving multiple operations being performed by different people involved in a business. Augments Operational Effectiveness: ?
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Change Starts Here
JUNE 6, 2013
Plowing forward without consideration of the changes people have to go through leads to resistance, delays, and added costs. Jobs that focus on process improvement, such as industrial engineers, Six Sigma Black Belts, and operations managers, are usually redesigning people’s jobs. Process Improvement.
Deming Institute
JUNE 30, 2020
Learning to do things “right” is important and all sorts of training exist for doing so, including Lean Six Sigma, Kaizen, Plan-Do-Study-Act, Statistical Process Control, and ISO certifications to name just a few. Note particularly the significant and profound difference between quadrants three and four.
Harvard Business Review
SEPTEMBER 27, 2012
Six Sigma or Lean) the right way. Why do cultures resist change? People resist change that is imposed on them. Discussions about process improvement failures sprang up recently on two different LinkedIn groups I participate in, and most members cited a lack of leadership from the top as the primary reason. I see three: 1.
Harvard Business Review
JANUARY 29, 2015
Many software developers at GE were concerned about reliability and security, which led some of them to resist moving some of the capabilities to the “cloud.” An ingrained industrial mindset keeps things “within the yellow lines,” focused on controlling operations or managing safety.
Harvard Business Review
OCTOBER 18, 2013
By identifying opportunities to fundamentally change how administrative services were delivered, the senior executives led by example and communicated a willingness to do their part in cutting costs by focusing on their own departments first – a messaging that helped dampen organizational resistance to change. Capitalize on success.
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