Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on May 9, 2015
Archives by Tag 'turn'
Michael Balle

Michael Ballé: IT needs to turn its purpose on its head first

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, September 6, 2013
True, I can’t think of any lean transformation I’ve witnessed firsthand where IT is part of the solution, not part of the problem – apart from a few specific examples I’ll address further on. I’ve been wondering about that, and if we take a careful step back, there is a possible structural reason for this. To my mind, the deep value change that lean thinking involves is the following. Senior managers believe their job is to 1) set strategy or dictate policy, 2) organize the business to realize this strategy and 3) implement the necessary systems to support this organization. Typically, ...

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Pascal Dennis

Pascal Dennis: Team members have clearly defined & interconnected roles, which in turn, depends on shared purpose

By Pascal Dennis, - Last updated: Tuesday, May 10, 2011
What is teamwork? In my view, a team is an organized group of people with a clearly defined goal. "Organized" means team members have clearly defined & interconnected roles -- which in turn, depends on shared purpose. In the absence of latter, our discourse inevitably devolves into random opinions, factoids and, often, recrimination. "If only those bozos in... would do their jobs!" Shared purpose shifts our thinking to: "Just how are we going to achieve that objective?" (Or "target condition" -- tip of the hat to Mike Rother) What sort of objectives are most compelling & effective? Objectives that are just beyond the capability of the team. (I've found that it's better to ...

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