tag:blogger.com,1999:blog-58262549627389717432024-03-18T11:07:54.581-04:00Lean ThinkingThe Lean Pathways Consulting practice builds your capability over three phases. You will learn by doing and thus sustain the gains.
Through Leadership Development, Strategy Deployment
and the Lean Coordinator Network, we clear the fog.
Problems become visible – and business results follow.Lean Pathwayshttp://www.blogger.com/profile/14795711595732735181noreply@blogger.comBlogger752125tag:blogger.com,1999:blog-5826254962738971743.post-3850807267329927792024-03-18T10:00:00.003-04:002024-03-18T11:07:19.601-04:00Value in an Age of Endless InnovationBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
Enterprise, in all its glorious variety, cacophony & unpredictability begins and ends with value.<br />
<br />
We seek to create products, services, experiences…that elevates our fellow human beings, that make their lives easier or more enjoyable, that reduce hassle and free up their time & energy.<br />
<br />
Otherwise, why bother? We are human to the degree we are <i>connected</i>, and Value is an excellent measure of connectivity, no?<br />
<br />
In John Donne’s timeless words:<br />
<br />
<blockquote>
<i>No man is an island entire of itself; every man</i><br />
<i>is a piece of the continent, a part of the main…</i></blockquote>
<br />
So what is Value? You all know the standard definitions:<br />
<br />
<ol>
<li>What the customer is willing to pay for</li>
<li>Quality/Cost</li>
</ol>
<br />
I’m partial to <a href="https://en.wikipedia.org/wiki/Kano_model" target="_blank">Kano’s model.</a><br />
<br />
I grew up professionally at Toyota manufacturing at the superb TMMC site in Cambridge Ontario. Value was our guiding light, our North Star.<br />
<br />
Value was expressed in Toyota’s famous logo, the intertwined ovals representing:<br />
<br />
<ul>
<li>Something for the customer</li>
<li>Something for the team member</li>
<li>Something for the company</li>
</ul>
<br />
Moreover, we further translated Value into our four strategic focus areas: People, Quality, Delivery and Cost. To be sure, our targets changed year by year, as we changed models and customer desires changed. Nonetheless, Value was more or less constant.<br />
<br />
Fast forward a couple of decades to 2024. Today Value is an endlessly <i>moving</i> target. Digital is indeed eating the world, and neither we, nor our customers can always define Value.<br />
<br />
Indeed, in industries like Banking and Insurance, we can say with some confidence that there’s a good chance we do <i>not</i> understand value.<br />
<br />
What to do?<br />
<br />
For a start, let’s recognize that Value is no longer a fixed star, but a constantly moving & evolving entity.<br />
<br />
Secondly, let’s accept that we have to <i>iterate ourselves to value</i> through continuous experimentation.<br />
<br />
Thirdly, let’s commit to radical collaboration, across silos, and partnering with customers & stakeholders.<br />
<br />
Lastly, let’s recognize the qualities that will help us untangle the Gordian Knot: humility, openness, humor and a big-picture consciousness.<br />
<br />
It all adds up to a bracing challenge and new way of working.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2024/03/the-power-of-one-page.html" target="_blank">The Power of One Page</a>
<br />
<a href="http://blog.leansystems.org/2024/02/strategy-in-time-of-explosive-change.html" target="_blank">Strategy in a Time of Explosive Change</a>
<br />
<a href="http://blog.leansystems.org/2024/02/the-function-of-leaders-is-to-produce.html" target="_blank">The Function of Leaders is to Produce More Leaders</a>
<br />
<a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html" target="_blank">Complexity is a Crude State, Simplicity Marks the End of a Process of Refinement</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/03/value-in-age-of-endless-innovation.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-1979311177540918162024-03-04T10:00:00.001-05:002024-03-04T10:00:00.237-05:00The Power of One PageBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
In times of tumultuous change <i>brevity</i> is king.<br />
<br />
<i>Blah, blah, blah</i>…doesn’t cut it when revenue is non-existent and investors are jittery.<br />
<br />
Endless PowerPoint decks, no matter how slick, are tiresome and wasteful. The four-hour meeting that goes nowhere is downright irritating.<br />
<br />
<i>Less is more</i> remains the cardinal rule in music, art, theater, and the world of business.<br />
<br />
Lean masters of the past understood ‘less is more’ in their bones. Toyota in the early 1950’s, for example, was facing bankruptcy, union warfare and public condemnation.<br />
<br />
They were a tenth as productive as the American juggernaut car companies, and had little capital with which to buy desperately needed machines.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiIWDo2sVHYX5G6E6c1eoXtB-yM0owlAkRWNP_GW_SoogmlXdFQzZqqtCfqldUHF1TqYWRalVicy1k-frGJteJ0BIob4Pfr5T1N2JVfIZXCK7L19pwXatWMufte4Kunik4Wbhv6zXISWX4/s1600/drawing2018.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiIWDo2sVHYX5G6E6c1eoXtB-yM0owlAkRWNP_GW_SoogmlXdFQzZqqtCfqldUHF1TqYWRalVicy1k-frGJteJ0BIob4Pfr5T1N2JVfIZXCK7L19pwXatWMufte4Kunik4Wbhv6zXISWX4/s320/drawing2018.jpg" width="227" height="320" data-original-width="216" data-original-height="305" /></a></div>
<br />
They created the one-page storyboard, also known as the ‘A3’ (after the paper size), to enable quick effective & communication.<br />
<br />
I have a number of friends who are retired Marine corps officers. They tell me that Marine Doctrine also emphasizes clear & simple communication – short stand-up meetings around a board (1-page) are the norm.<br />
<br />
Our friends and colleagues in the start-up communities have absorbed this concept and now communicate with various ‘canvases’.<br />
<br />
These address broad strategic issues such as <i>Business Model</i> and <i>Value Proposition</i>, as well as, tactical elements like <i>Personas, Empathy Maps</i> and <i>Customer Journeys</i>.<br />
<br />
I’m heartened by such cross-fertilization. Both the giver and receiver profit, and develop empathy.<br />
<br />
Quality is paramount, of course. A page full of garbage is just that. Clearly expressing a hypothesis and plan of action around a complex business problem or industry takes great skill and understanding.<br />
<br />
You have to think deeply, and then get the hell out of the building. (Go see, as the Japanese like to say).<br />
<br />
One page takes much longer, therefore, than ten. (You all know the famous Winston Churchill story by now…)<br />
<br />
The power of one page emerges in all its glory when use it to <i>tell stories</i>.<br />
<br />
Story-telling, narrative, is perhaps our most human quality. <i>“Tell me a story, grandpa…”</i><br />
<br />
“Well, once upon there was a little girl who lived with her family in a town by the sea. And one night she looked out her window and saw a beautiful white horse and the horse had wings…”<br />
<br />
Will AI ever be able to make up an enchanting story, on demand (from a loved one)? <br />
<br />
That’s the real Turing test, no?<br />
<br />
In any event, I tip my hat to our digital & start-up friends. It's fun working with you & I encourage you to continue poaching ‘traditional’ Lean.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2024/02/strategy-in-time-of-explosive-change.html" target="_blank">Strategy in a Time of Explosive Change</a>
<br />
<a href="http://blog.leansystems.org/2024/02/the-function-of-leaders-is-to-produce.html" target="_blank">The Function of Leaders is to Produce More Leaders</a>
<br />
<a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html" target="_blank">Complexity is a Crude State, Simplicity Marks the End of a Process of Refinement</a>
<br />
<a href="http://blog.leansystems.org/2024/01/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 4</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/03/the-power-of-one-page.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-81438077836691430392024-02-19T10:00:00.001-05:002024-02-19T10:00:00.130-05:00Strategy in a Time of Explosive ChangeBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
<i>May you live in interesting times</i> – Chinese Curse<br />
<br />
Interesting times indeed, no? The reasons are too long to recite here – changing technology, customer expectations, internationalization, rapid cultural shifts, the explosion of information…<br />
<br />
Technological change, for example, is so rapid and severe that in many industries we can no longer confidently define value.<br />
<br />
The ‘Eight Essential’ technologies – Augmented Reality, Virtual Reality, AI, Blockchain, Robotics, Drones, Internet of Things, and 3-D Printing have exploded the ‘design space’. <br />
<br />
Only by developing deep empathy with our customers & their customer journeys can we begin to understand what’s important to them. And even then, value is a moving target.<br />
<br />
So it goes…<br />
<br />
How to manage one’s business (and one’s life) in such times?<br />
<br />
Let’s focus on the most important things first: How do we develop and deploy strategy in ‘interesting’ times?<br />
<br />
<b>Quick & ‘Easy’ Strategy</b><br />
<br />
Keep it simple – if you can’t tell the story with one-page, do you understand it?<br />
<br />
Accept that when it comes to strategy, perfection is <i>impossible</i> - and not even desirable! Remember, there is no right <i>answer</i> in strategy – only a right process!<br />
<br />
Ensure, therefore, that purpose & logic are clear so that when you inevitably ‘pivot’, you’ll know what parts of your hypothesis were sound or not, and why.<br />
<br />
<b>Choose!</b><br />
<br />
Strategy is <i>not</i> about deciding what’s important. All the ideas your team proposes are likely ‘important’. But you can’t do them all – you have to choose.<br />
<br />
Too often, leaders try to hedge their bets by choosing too much, with predictable results. Choose the critical few, check frequently, and be prepared to pivot.<br />
<br />
Please don’t misunderstand the great Henry Mintzberg’s ‘emergent’ strategies concept. Just because you’re prepared to pivot, doesn’t mean you needn’t articulate a hypothesis!<br />
<br />
Failing to do so, of course, condemns you to the limbo of endless reaction & limited learning.<br />
<br />
<b>Avoid Boring Strategy Docs</b><br />
<br />
The typical corporate strategy comprises a ‘Mission’, ‘Initiatives’, and in effect, a ‘Budget with Prose’. (Tip of the hat to another great, Dr. Roger Martin, for this.)<br />
<br />
These are deadly dull and have a soporific effect on your team. ZZZZZZZZZZZZ…..<br />
<br />
Keep your strategy to one page, tell your story, and answer the <i>Big Questions</i> as simply and clearly as you can:<br />
<br />
<OL>
<li>Who are we and what do we believe in?</li>
<li>Where are we going?</li>
<li>How do we get there? (What’s our underlying logic?)</li>
<li>What’s preventing us? </li>
<li>What capabilities do we need to develop?</li>
<li>What management systems do we need to develop?</li>
</OL>
<br />
These are difficult questions, of course, which require deep experience and reflection. To develop a good strategy we need to bounce between the worlds of action and thought.<br />
<br />
As the saying goes, get out of the building.<br />
<br />
And finally, even though we live in times of explosive change, remember that some things are eternal. <br />
<br />
Reflection, experience and the intuition gained thereby are innately human, and unlikely to be replaced by technology.<br />
<br />
More likely, in my view, technology will enable the strategist, just as a horse enables the rider.<br />
<br />
But that’s the topic of another blog.<br />
<br />
Here’s to interesting strategic journeys.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2024/02/the-function-of-leaders-is-to-produce.html" target="_blank">The Function of Leaders is to Produce More Leaders</a>
<br />
<a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html" target="_blank">Complexity is a Crude State, Simplicity Marks the End of a Process of Refinement</a>
<br />
<a href="http://blog.leansystems.org/2024/01/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/12/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 3</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/02/strategy-in-time-of-explosive-change.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-59304934662371828752024-02-05T10:00:00.001-05:002024-02-05T10:00:00.241-05:00The Function of Leaders is to Produce More LeadersBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
In an era of breath-taking innovation, is there anything more important?<br />
<br />
The ‘Essential Eight Technologies’ – Robotics, Artificial Intelligence, Virtual Reality, Augmented Reality, Drones, 3-D Printing, Big Data Analytics, and Distributed Ledger Technology (‘Blockchain’) – make disruption almost inevitable.<br />
<br />
Prosperity, and in some industries, survival, depends on an organization’s ability to <i>continuously solve complex problems</i>.<br />
<br />
And that entails leadership at each level. The internet, our era’s central metaphor, is in my view, an appropriate model of the successful organization.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPTvKmUCHCBUOZrjKpMpoWGA2cAZb7ofEHCoSHqAWF8H4XUyAI-CWoI0OrSzb-3ScBz1kRX-7klt9IXX_NogZS7PUyyKnVdBJSno8Njj3Ds32AlliqGvjwA1zBcfJiIbQuyWMSJ77eDVA/s1600/magic_hat.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPTvKmUCHCBUOZrjKpMpoWGA2cAZb7ofEHCoSHqAWF8H4XUyAI-CWoI0OrSzb-3ScBz1kRX-7klt9IXX_NogZS7PUyyKnVdBJSno8Njj3Ds32AlliqGvjwA1zBcfJiIbQuyWMSJ77eDVA/s320/magic_hat.jpg" width="320" height="262" data-original-width="427" data-original-height="349" /></a></div>
<br />
There is no ‘center’ directing the actions of the myriad nodes. Instead, there is intelligence everywhere solving the relevant problems.<br />
<br />
To be sure, Strategy development and deployment, remain core responsibilities of senior leaders. The core questions have to be answered:<br />
<br />
<i>Where are we going? How do we get there? What’s preventing us?</i> And the deeper questions: <i>Who are we? What do we believe in?</i><br />
<br />
What is the purpose of the Human Resources function?<br />
<OL>
<li>To grow more leaders</li>
<li>To create flexible, capable team members always looking for a better way</li>
</OL>
Let me suggest that core HR processes – Recruitment, Training & Development, Compensation, Performance and Succession Planning – must evolve accordingly. And so must corresponding methods.<br />
<br />
It has to be easy, for example, to measure capability, so we can answer the core problem solving questions: <i>What should be happening? What is actually happening?</i><br />
<br />
A big challenge, given the secondary role HR plays in many organizations!<br />
<br />
Deepening & extending the mindset of senior leaders is another big challenge. Most have grown up in a very different world, where developing more leaders was rarely recognized or rewarded.<br />
<br />
Much of our LPI practice entails coaching senior leaders. The very best are those who have internalized these ideas. A salient quote: “My job is to develop capability – of people, processes and machinery.”<br />
<br />
So what to do? A good start would be to explicitly include ‘Growing Other Leaders’ in performance contracts, and succession planning. (If I may suggest, providing capable coaches also makes sense.)<br />
<br />
At our old Toyota plant, if you hadn’t ‘left a footprint’, promotion was out of the question. And so, we focused on creating capability – of people, processes and machinery. It’s how you got promoted.<br />
<br />
Toyota’s superb internal senseis helped immeasurably. As did Toyota’s HR processes and policies. It was easy, for example, to <i>measure</i> capability of people, processes and machinery. <br />
<br />
Thus, we could apply the Plan-Do-Check-Adjust cycle and practice root cause problem solving. We could run experiments and learn what worked and what did not.<br />
<br />
Building the capability of people, interestingly, is not that different from building process capability.<br />
<br />
All for now. More to come on this juicy topic.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html" target="_blank">Complexity is a Crude State, Simplicity Marks the End of a Process of Refinement</a>
<br />
<a href="http://blog.leansystems.org/2024/01/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/12/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/12/the-role-of-senior-leaders-part-1.html" target="_blank">The Role of Senior Leaders (Part 1)</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/02/the-function-of-leaders-is-to-produce.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-68008497781873260412024-01-22T10:00:00.001-05:002024-01-22T10:00:00.130-05:00Complexity is a Crude State, Simplicity Marks the End of a Process of RefinementBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
This one’s like gravity – not just a good idea, it’s the <i>law</i>…<br />
<br />
It’s my privilege to help leaders develop strategies for complex organizations.<br />
<br />
A recurrent refrain is <i>‘our business strategy is too complicated to explain simply.’</i> If so, do we really understand our strategy?<br />
<br />
Don’t want to be misunderstood. I am all for deep dives into complexity armed with the latest analytical methods.<br />
<br />
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhb9PlTTLafaGVUQh5xtag-ZCxZRqo0fixv9aJc-6YYsVOE-97lG-iJ7XR_o3XG8xZ8jpq1t5KbwSQKG0I9hqOz-kXCTZkmnZvzm26KJ1NzAPEZV5Q60VOHascPf4I7tNHXYTLJXnfRmLMUFf1RW6ADVos_7BxSR0oYqKGSboDdBKnlfLM26AVBpl-2CIM/s271/adult-learning_2020.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="" border="0" width="320" data-original-height="233" data-original-width="271" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhb9PlTTLafaGVUQh5xtag-ZCxZRqo0fixv9aJc-6YYsVOE-97lG-iJ7XR_o3XG8xZ8jpq1t5KbwSQKG0I9hqOz-kXCTZkmnZvzm26KJ1NzAPEZV5Q60VOHascPf4I7tNHXYTLJXnfRmLMUFf1RW6ADVos_7BxSR0oYqKGSboDdBKnlfLM26AVBpl-2CIM/s320/adult-learning_2020.jpg"/></a></div>
<br />
Doing so helps us understand our key gaps with respect to technology, customer experience, capability, culture and management systems.<br />
<br />
With one <i>proviso</i>: we come out of the deep dive with 1) a clear purpose/destination, and 2) clear logic as to how we’re going to get there.<br />
<br />
By clear logic, I mean something like: <i>‘To achieve our aspiration, the following things have to be true: 1) ..., 2) ..., 3) …..’</i><br />
<br />
(Here’s another caveat: if our business strategy is truly too complicated to explain simply, maybe we’re too big… But that’s another blog.)<br />
<br />
Simplicity reflects refinement in many other endeavors besides strategy. The great masters in art and music tend to refine, condense, concentrate, and consolidate as they develop.<br />
<br />
Picasso famously evoked the figure of a massive bull with a single line. Count Basie’s piano solos are famous for their brevity, often no more than a few notes.<br />
<br />
Ditto B.B. King, whose blues guitar solos are so ‘simple’ that ‘anybody’ can play them. (Guitarists can attest to how hard it is to play so ‘simply.)<br />
<br />
<i>Why then do we like complexity in strategy?</i> <br />
<br />
To a great degree, that’s how we’ve been trained. Business schools love complex analytical tools and equally complex case studies. You can fill a semester nicely thereby.<br />
<br />
And students, usually perfectionist & driven (like yours truly), gobble them up. “I know something now!”<br />
<br />
As I said, that’s all fine, provided we come out the other side with clarity & simplicity.<br />
<br />
Another reason is that complexity in strategy can reduce accountability, and therefore individual risk. It’s hard to be wrong if nobody understands what you’re proposing.<br />
<br />
There is no objective test. By contrast, defining a clear Purpose, and the logic as to how we’ll get there is testable, and therefore puts you on the spot.<br />
<br />
Therein lies another important misunderstanding. We’ve been taught, wrongly, that the purpose of strategy is to be ‘right’.<br />
<br />
And that’s <i>wrong</i> – and the topic of our next blog.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2024/01/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/12/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/12/the-role-of-senior-leaders-part-1.html" target="_blank">The Role of Senior Leaders (Part 1)</a>
<br />
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 2</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-38575398794267329082024-01-08T10:00:00.001-05:002024-01-08T10:00:00.129-05:00Can Lean & Agile Help to Fix Our Courts? Part 4By Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
The past several blogs we've looked at how to improve the Jury Selection process:<br />
<br />
1. Jury Panel Selection --> 2. Jury Selection --> 3. Court Case<br />
<br />
Our purpose is to increase flow and reduce overall cycle time. In other words, jurors get picked quicker, and court cases get processed quicker.<br />
<br />
What can muck up the process? Last blog we inferred an important root cause: poor visual management.<br />
<br />
Today we'll look to Little's Law for more insight:<br />
<br />
Lead Time = Loading/Capacity<br />
<br />
To reduce Lead Time we'd need to either:<br />
<br />
<ul>
<li>Increase capacity, or</li>
<li>Reduce loading</li>
</ul>
<br />
How might we increase capacity?<br />
<br />
Here are some ideas:<br />
<br />
<ul>
<li>Run court rooms over two shifts - day & night,</li>
<li>Reduce delay, defect & over-processing waste by level-loading the Jury Selection process</li>
- Enablers: visual management: Target vs. Actual -- Jury panel members, Jury members, cases, courtrooms & other relevant value stream data<br />
</ul>
<br />
How might we reduce case loading on the court system?<br />
<br />
<ul>
<li>More cases heard by a judge (sans jury), as in some European jurisdictions</li>
</ul>
<br />
One final suggestion, from my friend & colleague, Al Norval, who has been a juror a number of times:<br />
<br />
Move to a professional jury system.<br />
<br />
Rationale:<br />
<ul>
<li>Quicker & better decisions</li>
- Many jurors lack the experience & knowledge to understand much testimony<br />
- Paid jurors would likely be older, wiser and more motivated to effect justice<br />
<li>Reduces burden on citizens who are unable to serve because of family or work commitments</li>
</ul>
<br />
Let me conclude as I began in <a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html">Part 1</a> of this series:<br />
<br />
The problems in the system, and not the people, who I found to be courteous & capable.<br />
<br />
How to preserve the integrity of our humane & splendid 19th century system -- while satisfying the needs of a 21st century society?<br />
<br />
I believe the principles of Lean & Agile can help.<br />
<br />
Best regards<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/12/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/12/the-role-of-senior-leaders-part-1.html" target="_blank">The Role of Senior Leaders (Part 1)</a>
<br />
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/11/ambidexterity-how-to-get-started.html" target="_blank">Ambidexterity - How to Get Started</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2024/01/can-lean-agile-help-to-fix-our-courts.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-68183885513264321962023-12-27T10:00:00.002-05:002023-12-27T11:05:52.336-05:00Can Lean & Agile Help to Fix Our Courts? Part 3By Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Last blog</a> we began to build a SIPOC analysis around a high level Jury Selection process:<br />
<br />
1. Jury Panel Selection --> 2. Jury Selection --> 3. Court Case<br />
<br />
What can mess up the process?<br />
<br />
Last time we discussed an important Direct Cause: Poor information flow at step 1<br />
<br />
Here's a possible Five Why Analysis:<br />
<br />
Why is there poor information flow to Jury Panel members at step 1?<br />
<br />
Because people working in the Jury Panel Selection process do not know critical information such as:<br />
<ul>
<li>How many cases are in the pipeline?</li>
<li>How many courts openings are available?</li>
<li>How many Jury Panel members do we need to fill these cases -- (i.e. what's our standard)?</li>
<li>How many Jury Panel members have we called?</li>
<li>What's the gap? Are we ok or not okay?</li>
<li>What's the countermeasure?</li>
</ul>
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1_YeYIU68ynDld1J6No12ShZTHrMr8Z-wzcJZppNThckyUyPitZjrQpmsuL3To_7VKvewoJTLz79H_Q2zb2rrVgUNSJGs13LbhKNCqSSCG3U5j_3I4kLwBzIrdKzIWXrAE24Fwk2TbSB3Rlbj0-PlF0xoTWt1UxOeiAX9ZDGN0aF6MH_PYljyTzbQu3s/s1080/Jury.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="" border="0" width="320" data-original-height="1080" data-original-width="1080" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1_YeYIU68ynDld1J6No12ShZTHrMr8Z-wzcJZppNThckyUyPitZjrQpmsuL3To_7VKvewoJTLz79H_Q2zb2rrVgUNSJGs13LbhKNCqSSCG3U5j_3I4kLwBzIrdKzIWXrAE24Fwk2TbSB3Rlbj0-PlF0xoTWt1UxOeiAX9ZDGN0aF6MH_PYljyTzbQu3s/s320/Jury.jpg"/></a></div>
<br />
Why do they not know this? <i>Inadequate visual management</i>... (I saw almost no evidence of visual management in my three days in court)<br />
<br />
My guess is this critical info is "in the computer" -- <i>invisible</i>...<br />
<br />
If so, then Jury Panel members are called with little knowledge of how many are actually needed.<br />
<br />
(For Production Physics aficionados: Are we not, thereby, buffering variation with inventory?)<br />
<br />
Effect? Over-processing, delay & defect waste. Frustration, hassle & anxiety for Jury Panel members.<br />
<br />
Longer & longer queues in the court system, and ultimately, bad guys go free.<br />
<br />
Regular readers will recognize the importance of making the invisible, visible.<br />
<br />
Best,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/12/the-role-of-senior-leaders-part-1.html" target="_blank">The Role of Senior Leaders (Part 1)</a>
<br />
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/11/ambidexterity-how-to-get-started.html" target="_blank">Ambidexterity - How to Get Started</a>
<br />
<a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 1</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/12/can-lean-agile-help-to-fix-our-courts.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-69452420919949428072023-12-11T10:00:00.005-05:002023-12-11T10:52:06.410-05:00The Role of Senior Leaders (Part 1)By Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: The Role of Senior Leaders (Part 1).</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>2 minute tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube.com/embed/v-XfR0IFoZ0" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/11/ambidexterity-how-to-get-started.html" target="_blank">Ambidexterity - How to Get Started</a>
<br />
<a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/10/key-differences-between-protecting-core.html" target="_blank">Key Differences Between Protecting the Core & Igniting New Growth</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/12/the-role-of-senior-leaders-part-1.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-54790126115010407852023-11-27T10:00:00.001-05:002023-11-27T10:00:00.162-05:00Can Lean & Agile Help to Fix Our Courts? Part 2By Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
In <a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html" target="_blank">my last blog</a>, I described my daughters experience, and mine with Ontario's court system, which is similar to that used in the US, UK and many other countries.<br />
<br />
I experienced many of the Eight Wastes including delay, defects, over-processing, and inventory in my fellow prospective jurors!<br />
<br />
I spent much of the time is a thick fog and felt anxiety and frustration. Chats with friends & colleagues suggest my experience was not unusual.<br />
<br />
Yet, our trial by jury process is precious & we need to support it.<br />
<br />
So, how might we improve?<br />
<br />
We might start by doing a SIPOC analysis: Supplier - Inputs - Process - Outputs - Customer.<br />
<br />
Here's how our SIPOC might unfold. Let's start, as ever, with the customer.<br />
<br />
Who is the customer? Why, the public.<br />
<br />
What does the customer expect? Here are a few thoughts:<br />
<ul>
<li>Justice for both the victim and the accused,</li>
<li>Reasonable speed -- we might set a lead time or throughput target</li>
<li>No bad guys should get off because of court delays,</li>
<li>No unreasonable hardship for jury members</li>
</ul>
<br />
What's the process? At the highest level, process seems to be:<br />
<br />
1. Jury Panel Selection --> 2. Jury Selection --> 3. Court Case<br />
<br />
What can muck up the process? Based on my experience, here are some possibilities:
<br />
<ul>
<li>Poor information flow at step 1 -- (as a result you show up when you're not needed, sit for days with nothing to do & no info etc.)</li>
<li>How many jury panel members and jurors do we need? </li>
<li>When, and for how long, do we need them?</li>
<li>How many do we currently have? Is this above or below our standard?</li>
<li>What do we need to do get back to standard?</li>
</ul>
<br />
Without this info, we're likely to call too many jury panel members, for too many days, thereby generating delay, over-processing, defects & other forms of waste.<br />
<br />
So, information flow seems an important direct cause.<br />
<br />
What are the root causes? I don't know enough about the process to say. But the countermeasure seems obvious: <br />
<ul>
<li>Use information technology better so al to provide jury panel members with answers to questions posed above.</li>
◦ For example, can we not communicate with jury panel members by cell phone and e-mail? <br />
<li>"We won't need you tomorrow..."</li>
</ul>
<br />
Again, I don't want to be misunderstood. The problem, is in the jury selection process, not the people, who I found to be courteous, competent and cheerful.<br />
<br />
(I'd welcome their comments & insights.)<br />
<br />
More to come.<br />
<br />
Best,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/11/ambidexterity-how-to-get-started.html" target="_blank">Ambidexterity - How to Get Started</a>
<br />
<a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/10/key-differences-between-protecting-core.html" target="_blank">Key Differences Between Protecting the Core & Igniting New Growth</a>
<br />
<a href="http://blog.leansystems.org/2023/10/why-is-business-transformation-so-hard.html" target="_blank">Why is Business Transformation so Hard? Lessons from the ‘Back Pain Industry’</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/11/can-lean-agile-help-to-fix-our-courts.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-25468450212929174922023-11-13T10:00:00.001-05:002023-11-13T10:00:00.148-05:00Ambidexterity - How to Get StartedBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: Ambidexterity - How to Get Started with Pascal Dennis.</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>2 minute tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube.com/embed/cJm09r-zVPM" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html" target="_blank">Can Lean & Agile Help to Fix Our Courts? Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/10/key-differences-between-protecting-core.html" target="_blank">Key Differences Between Protecting the Core & Igniting New Growth</a>
<br />
<a href="http://blog.leansystems.org/2023/10/why-is-business-transformation-so-hard.html" target="_blank">Why is Business Transformation so Hard? Lessons from the ‘Back Pain Industry’</a>
<br />
<a href="http://blog.leansystems.org/2023/09/ambidexterity-requires-navigating.html" target="_blank">Ambidexterity Requires Navigating Aristotle's Two Worlds</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/11/ambidexterity-how-to-get-started.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-46666265624723913282023-10-30T10:00:00.001-04:002023-10-30T10:00:00.137-04:00Can Lean & Agile Help to Fix Our Courts? Part 1By Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
Number 1 daughter, who studied Law at McGill University, spent a lot of time in court, and is appalled at the hassle & confusion. <br />
<br />
“It’s awful, Dad! I spend hours trying to find and make sense of things – and I’m a Law student! How do regular folks feel?” We've had some fine discussions, the gist of which I'd like to share today and over the next several blogs.<br />
<br />
As it happens, I have some personal experience. A few years ago, I spent several days on a jury panel, waiting to see if I'd be picked to serve. <br />
<br />
A handful of countries including U.K., America, and Canada have been lucky enough to inherit the British system of law & order.<br />
<br />
Let me begin by saying I strongly believe it's our civic duty to support it.<br />
<br />
The judge was a learned, humane and articulate man, who spoke eloquently of this same duty, and contrasted our system with those of other, less lucky countries.<br />
<br />
Nonetheless, despite his eloquence, my commitment & that of my fellow jury panel members, our three days felt largely wasted...<br />
<br />
Wasted in the Toyota Production System sense -- we experienced unnecessary delay, errors, over-processing, transportation and motion waste.<br />
<br />
In the end very few of us were called as jury members. Many were frustrated by all the waste, and unlikely to want to serve again.<br />
<br />
Our experience was no exception. Across America and Canada, court back-logs are reaching two & three years, and bad guys are getting off.<br />
<br />
As ever, the problem is in the system, and not the people, who I found to be courteous & capable.<br />
<br />
Here’s our challenge: How to preserve the integrity of a humane & splendid 19th century system -- while satisfying the needs of a 21st century society?<br />
<br />
Can the principles of Lean and Agile, (both ‘children’ of the Toyota Production System) help?<br />
<br />
If so, how?<br />
<br />
More to come.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/10/key-differences-between-protecting-core.html" target="_blank">Key Differences Between Protecting the Core & Igniting New Growth</a>
<br />
<a href="http://blog.leansystems.org/2023/10/why-is-business-transformation-so-hard.html" target="_blank">Why is Business Transformation so Hard? Lessons from the ‘Back Pain Industry’</a>
<br />
<a href="http://blog.leansystems.org/2023/09/ambidexterity-requires-navigating.html" target="_blank">Ambidexterity Requires Navigating Aristotle's Two Worlds</a>
<br />
<a href="http://blog.leansystems.org/2023/09/what-makes-toxic-cultures.html" target="_blank">What Makes Toxic Cultures?</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/10/can-lean-agile-help-to-fix-our-courts.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-32518305768800608232023-10-16T10:00:00.002-04:002023-10-16T10:46:06.175-04:00Key Differences Between Protecting the Core & Igniting New GrowthBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: Key Differences Between Protecting the Core and Igniting New Growth with Pascal Dennis.</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>2 minute tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube.com/embed/esKJkzfjuz4" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/10/why-is-business-transformation-so-hard.html" target="_blank">Why is Business Transformation so Hard? Lessons from the ‘Back Pain Industry’</a>
<br />
<a href="http://blog.leansystems.org/2023/09/ambidexterity-requires-navigating.html" target="_blank">Ambidexterity Requires Navigating Aristotle's Two Worlds</a>
<br />
<a href="http://blog.leansystems.org/2023/09/what-makes-toxic-cultures.html" target="_blank">What Makes Toxic Cultures?</a>
<br />
<a href="http://blog.leansystems.org/2023/08/why-becoming-ambidextrous-organization.html" target="_blank">Why Becoming an Ambidextrous Organization is so Challenging</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/10/key-differences-between-protecting-core.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-27833148024122174172023-10-02T10:00:00.006-04:002023-10-02T10:24:28.502-04:00Why is Business Transformation so Hard? Lessons from the ‘Back Pain Industry’By Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
Many fine discussions these days about the above question. <br />
<br />
Thanks to <a href="http://www.bobemiliani.com/" target="_blank">Bob Emiliani</a> & other colleagues for their cogent questions & reflections.<br />
<br />
Let me add a few thoughts based on my observations of another field – the so-called “Back Pain Industry” – another area wherein smart, capable people can’t seem to do what their trying to do.
The back pain industry is<br />
<br />
a) Enormous (> $ 100 billion USD), and<br />
b) Doesn't seem to work. (Some common back treatments are not only ineffective, they’re harmful. </a><a href="http://www.thegoodbody.com/back-pain-statistics/" target="_blank">30 Surprising back pain statistics.</a>)<br />
<br />
What’s going on here? Any lessons for Lean/Continuous Improvement leaders?<br />
<br />
Here’s my personal experience.<br />
<br />
The back pain industry doesn’t seem to work, but some individual practitioners are extremely effective. My sport physiotherapist, for example, the splendid Janique Farand, has helped to keep my spine strong & supple for the past decade. I’m more active, and in better shape now than I was twenty years ago. A few years ago I even returned to Aikido practice, which severely tests back strength and flexibility. No problem, knock on wood. (Am throwing the young fellows around, and getting thrown, like in the old days.)
All this despite significant disk deterioration in the L1 to L5 vertebrae. “Degenerative disk degeneration (DDD)”, my physician & specialist told me. “Normal wear & tear. You’ll have to learn to live with it.”<br />
<br />
I don’t want to be misunderstood. All the people I’ve met in the back pain industry are capable, committed and hard working. One of them is clearly a great sensei. But they all work for major healthcare organizations and are constrained by ‘protocols’ sent down from on high. Woe unto them if they deviate from protocol!<br />
<br />
Janique, by contrast, runs a small private physiotherapy (PT) practice specializing in sports medicine. Her diagnosis and understanding of root causes seems to be much deeper. She is ‘in the gemba’, if you will, closely observing what’s there. Janique is a detective, guided by her professional training, experience & acute knowledge of the latest advances.
Is it any surprise that her countermeasures are deeper and more effective than the back pain industry’s ‘one-size-fits-all’ approach? (“I couldn’t do what I do if I worked for a major clinic or hospital,” she tells me.)<br />
<br />
Here are here core countermeasures include a) Daily inversion using an portable inversion table, b) vigorous core strengthening exercises, c) natural anti-inflammatories (GLA, turmeric, ginger), and d) massage.<br />
<br />
(I shared her diagnosis and treatment plan with the top neurologist in town. “Excellent,” he said. “Please continue.”)<br />
<br />
“You have to work at it and be a bit lucky with chronic illness,” my PT tells me. “But you can be strong & fit into your eighties and beyond, knock on wood!”<br />
<br />
Any lessons here for Lean/CI and business transformation professionals?<br />
<ol>
<li>Top-down improvement is slow & stupid. Bottom up improvement is smart, but can be chaotic. (Janique’s professionalism & experience are invaluable here.). This is called ‘Carlson’s Law’.</li>
<br />
<li>Senior leaders should define purpose overall direction (the ‘banks of the river’ or design space). They should reduce hassles for their people, then trust them to figure it out, based on what they see in front of them.</li>
<br />
<li>Respect the folks at the front line. Invest in them – give them the skills to improve the work. Then, let them do so.</li>
<br />
<li>To truly grasp the situation you have to go see for yourself. It’s hard to manage or improve anything from on high. In fact, you usually make things worse.</li>
<br />
<li>There are very few magic bullets. You have to work hard and stay with it. But if you do, very little is impossible.</li>
<br />
</ol>
I’m reminded of my physicist friend’s charming bumper sticker: GRAVITY – NOT JUST A GOOD IDEA. IT’S THE LAW.<br />
<br />
There are immutable laws of transformation, no? We ignore them at our peril.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/09/ambidexterity-requires-navigating.html" target="_blank">Ambidexterity Requires Navigating Aristotle's Two Worlds</a>
<br />
<a href="http://blog.leansystems.org/2023/09/what-makes-toxic-cultures.html" target="_blank">What Makes Toxic Cultures?</a>
<br />
<a href="http://blog.leansystems.org/2023/08/why-becoming-ambidextrous-organization.html" target="_blank">Why Becoming an Ambidextrous Organization is so Challenging</a>
<br />
<a href="http://blog.leansystems.org/2023/08/the-seven-qc-tools-part-4.html" target="_blank">The Seven QC Tools, Part 4</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/10/why-is-business-transformation-so-hard.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-46072839184009718392023-09-18T10:00:00.003-04:002023-10-15T23:32:57.204-04:00Ambidexterity Requires Navigating Aristotle's Two WorldsBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: Ambidexterity Requires Navigating Aristotle's Two Worlds.</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>2 minute tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube.com/embed/hJp5bO4lXqg" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/09/what-makes-toxic-cultures.html" target="_blank">What Makes Toxic Cultures?</a>
<br />
<a href="http://blog.leansystems.org/2023/08/why-becoming-ambidextrous-organization.html" target="_blank">Why Becoming an Ambidextrous Organization is so Challenging</a>
<br />
<a href="http://blog.leansystems.org/2023/08/the-seven-qc-tools-part-4.html" target="_blank">The Seven QC Tools, Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/07/protecting-core-business-is-not-enough.html" target="_blank">Protecting The Core Business Is Not Enough</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/09/ambidexterity-requires-navigating.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-72014453884741731162023-09-04T10:00:00.001-04:002023-09-04T10:00:00.137-04:00What Makes Toxic Cultures?By Pascal Dennis<br />
<br />
<i>“The walls in that place ooze toxicity.”</i><br />
<br />
That’s how a colleague describes a famous Canadian children’s hospital. I was shocked, as you might imagine.<br />
<br />
How can this be, I thought? My colleague is a senior nurse practitioner and administrator – energetic, capable, and an inspiring optimist. And children’s hospitals are among the most inspiring of workplaces.<br />
<br />
(It’s been my good fortune to work with the great Dr Tom Hansen, now retired, and the splendid Seattle Children’s Hospital team. Long may you run.)<br />
<br />
Anyhow, after three years trying to change the place, she resigned.<br />
<br />
Why are some organizations toxic? <br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZAYfDX9VcTfApQhaCnOb_FHgz4JqWPkKKOG35oJDPHcPd1t5anw59rolM7cOYmi-vP4tN5q2C9Am6N4MQpNELNfKExIeLVfdETijykVQ0AAaVjEA70kyd1abM1d1HMO8GAVtLZdrVYD4/s1600/sick-hospital.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZAYfDX9VcTfApQhaCnOb_FHgz4JqWPkKKOG35oJDPHcPd1t5anw59rolM7cOYmi-vP4tN5q2C9Am6N4MQpNELNfKExIeLVfdETijykVQ0AAaVjEA70kyd1abM1d1HMO8GAVtLZdrVYD4/s320/sick-hospital.jpg" width="250" height="320" /></a></div>
<br />
In my experience, a deep, persistent toxicity requires decades to develop. My friend, Jim Sapienza, suggests toxic cultures are like toxic waste dumps.<br />
<br />
Barrel after barrel of toxic waste, and decades of poor environmental practice make the latter. Similarly, barrel after barrel of human deceit, arrogance and cruelty, and decades of poor management create the former.<br />
<br />
What’s the countermeasure? Environmental recovery requires careful removal of contaminated soil, materials and equipment, and diligent treatment of air and water using the most advanced technologies available.<br />
<br />
Often a site is uninhabitable for years. Does the same metaphor apply for toxic cultures?<br />
<br />
I’m reminded of that bad Charles Bronson movie, The Evil That Men Do….<br />
<br />
Bad management can last for generations. Garbage that leaders do today can afflict people not yet born.<br />
<br />
Leaders, are you up to the challenge?<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/08/why-becoming-ambidextrous-organization.html" target="_blank">Why Becoming an Ambidextrous Organization is so Challenging</a>
<br />
<a href="http://blog.leansystems.org/2023/08/the-seven-qc-tools-part-4.html" target="_blank">The Seven QC Tools, Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/07/protecting-core-business-is-not-enough.html" target="_blank">Protecting The Core Business Is Not Enough</a>
<br />
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html" target="_blank">The Seven QC Tools, Part 3</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/09/what-makes-toxic-cultures.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-85923860269378452342023-08-21T10:00:00.005-04:002023-08-21T10:04:57.025-04:00Why Becoming an Ambidextrous Organization is so ChallengingBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: Why Becoming an Ambidextrous Organization is so Challenging.</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>2 minute tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube.com/embed/3VDxSDNORNE?si=CsbfCia4T8_Zusi9" title="Why Becoming an Ambidextrous Organization is so Challenging" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/08/the-seven-qc-tools-part-4.html" target="_blank">The Seven QC Tools, Part 4</a>
<br />
<a href="http://blog.leansystems.org/2023/07/protecting-core-business-is-not-enough.html" target="_blank">Protecting The Core Business Is Not Enough</a>
<br />
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html" target="_blank">The Seven QC Tools, Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/06/the-seven-qc-tools-part-2.html" target="_blank">The Seven QC Tools, Part 2</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/08/why-becoming-ambidextrous-organization.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-82533770277305043582023-08-07T10:00:00.001-04:002023-08-07T10:00:00.139-04:00The Seven QC Tools, Part 4By Pascal Dennis<br />
<br />
<b>(Experience & Reflection)</b><br />
<br />
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html" target="_blank">In earlier blogs</a> I extolled the power of the "Q7"<br />
<br />
Indeed, they're an indispensable part of our problem-solving arsenal.<br />
<br />
<i>Caveat:</i> the Q7 are an abstraction that exist in the world of <i>Reflection</i>.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgp2o95E1goeLek7p4BEdNz35WqNvhUgzQfaZBJDXAnwwUeXDSf1lk-6gAIuK27zvW0VogYIzIB5ype5qrpHW5MiI1cvyWCm7mMh1fqvyMp6OtIyp6W1SBCkvOIR5S4x679OVyYcKs8Ltc/s1600/bizresults.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgp2o95E1goeLek7p4BEdNz35WqNvhUgzQfaZBJDXAnwwUeXDSf1lk-6gAIuK27zvW0VogYIzIB5ype5qrpHW5MiI1cvyWCm7mMh1fqvyMp6OtIyp6W1SBCkvOIR5S4x679OVyYcKs8Ltc/s320/bizresults.jpg" width="267" /></a></div>
Good problem solving entails moving fluidly between the worlds of Reflection & <i>Experience</i>.<br />
<br />
Go See (<a href="http://leansystems.org/glossary.html#G" target="_blank">genchi genbutsu</a>) is central to the latter.<br />
<br />
Problem solving begins in the world of Experience. <br />
<br />
What is actually happening <i>right now</i>? Go See the defect the moment you hear about it. <br />
<br />
Or stand in a circle, as Taiichi Ohno suggested, until you see it in real time.<br />
<br />
We then move to the world of Reflection to define <i>What Is Actually Happening & What Should Be Happening.</i><br />
<br />
Problem solving, of course, concludes in the world of Experience - otherwise it's just 'academic'.<br />
<br />
This pattern -- <i>experience - reflection - experience</i> is central to practical problem solving and to Lean as a whole.<br />
<br />
Lean thinkers are comfortable in both worlds.<br />
<br />
My mental image: a person with one hand deeply embedded in the ground, and the other reaching for the sky.<br />
<br />
Reflect, by all means, then get your butt to rough & tumble of the factory floor (or farm, lab, design studio, surgery...)<br />
<br />
Best,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/07/protecting-core-business-is-not-enough.html" target="_blank">Protecting The Core Business Is Not Enough</a>
<br />
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html" target="_blank">The Seven QC Tools, Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/06/the-seven-qc-tools-part-2.html" target="_blank">The Seven QC Tools, Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/06/pascal-dennis-and-enterprise-excellence.html" target="_blank">Pascal Dennis and the Enterprise Excellence podcast</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/08/the-seven-qc-tools-part-4.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-46122324840663199382023-07-24T10:00:00.002-04:002023-07-24T10:25:17.639-04:00Protecting The Core Business Is Not EnoughBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World: Protecting The Core Business Is Not Enough</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>1 minute-40 second Tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe width="560" height="315" src="https://www.youtube-nocookie.com/embed/03lAy5EJZ_c" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html" target="_blank">The Seven QC Tools, Part 3</a>
<br />
<a href="http://blog.leansystems.org/2023/06/the-seven-qc-tools-part-2.html" target="_blank">The Seven QC Tools, Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/06/pascal-dennis-and-enterprise-excellence.html" target="_blank">Pascal Dennis and the Enterprise Excellence podcast</a>
<br />
<a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html" target="_blank">The Seven QC Tools, Part 1</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/07/protecting-core-business-is-not-enough.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-32088388825275092682023-07-10T10:00:00.001-04:002023-07-10T10:00:00.145-04:00The Seven QC Tools, Part 3By Pascal Dennis<br />
<br />
Last time, I talked about the power of run charts and Pareto diagrams. <br />
<br />
I've also found <i>scatter charts</i> to be an effective, intuitive tool for making connections between different metrics.<br />
<br />
Pretty easy to use. Essentially, you develop a checksheet to gather data for a set of metrics you feel might be connected.<br />
<br />
Then you plot the data, one set on the X axis, the other on the Y axis.<br />
<br />
You can tell pretty quickly whether the metrics are related.<br />
<br />
Of course, correlation does <i>not</i> mean causation.<br />
<br />
Because the sun rises when the rooster crows does not mean the rooster caused it!<br />
<br />
We must also have a <i>plausible mechanism</i>. An hypothesis, if you will: <i>Why does this metric affect that one?</i><br />
<br />
Here's an example. Some years ago a client company was facing serious safety problems.<br />
<br />
They were a heavy equipment manufacturer whose motto was "Safety First".<br />
<br />
Their safety problems corroded their relationship with their team members.<br />
<br />
We analyzed a dozen critical metrics; we spent days on the factory floors trying to grasp the situation.<br />
<br />
The combination of reflection and action was powerful, as always. <br />
<br />
We used scatter diagrams to identify the key driver of safety performance - worker involvement.<br />
<br />
There was a strong inverse relationship between safety incidents and involvement - and there was a plausible mechanism.<br />
<br />
<i>Our hypothesis:</i> If I believe this is my process, my machine, my plant, and if I have the ability to change things for the better, safety incident rates will go down.<br />
<br />
We later proved the correlation with a more sophisticated ANOVA analysis, but scatter diagrams got us there.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/06/the-seven-qc-tools-part-2.html" target="_blank">The Seven QC Tools, Part 2</a>
<br />
<a href="http://blog.leansystems.org/2023/06/pascal-dennis-and-enterprise-excellence.html" target="_blank">Pascal Dennis and the Enterprise Excellence podcast</a>
<br />
<a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html" target="_blank">The Seven QC Tools, Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/05/reflections-on-true-north.html" target="_blank">Reflections on True North</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/07/the-seven-qc-tools-part-3.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-73930040426047044032023-06-26T10:00:00.001-04:002023-06-26T10:00:00.135-04:00The Seven QC Tools, Part 2by Pascal Dennis<br />
<br />
<b>Hank Williams & the Seven QC Tools</b><br />
<br />
As I mentioned in the <a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html">first blog in this series</a>, when I was a young, green engineer in the 1980's & early 90's, the Seven QC Tools were everywhere.<br />
<br />
I inhaled the works of Deming, Juran, Feigenbaum and other great senseis.<br />
<br />
I especially liked complex tools, like scatter diagrams, histograms, and the more advanced types of control charts.<br />
<br />
When I joined Toyota Motor Manufacturing I started measuring, calculating and drawing. I polished up complex system manuals that I'd developed at my previous employer.<br />
<br />
Much of my early work met with quizzical expressions. <i>"Always so complicated with you, Pascal-san..."</i><br />
<br />
A revered sensei assessed my 2-inch thick system manual thus, <i>"It's quite academic, isn't it?"</i><br />
<br />
Gradually the fog between my ears lifted.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWB4TNu1u0XtNi1iX9SnvXjSByPBsw-V85Y50OiSd8fp8c72K6MoCSXJEjFhkIEeS8G_D66CuAqcuAMAhZyRi4-Feaie3eikJtvGssu-RbKuHkOqxxpaWyqqM1l9f4YX-0AiINZtP0EMU/s1600/qualitytools.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWB4TNu1u0XtNi1iX9SnvXjSByPBsw-V85Y50OiSd8fp8c72K6MoCSXJEjFhkIEeS8G_D66CuAqcuAMAhZyRi4-Feaie3eikJtvGssu-RbKuHkOqxxpaWyqqM1l9f4YX-0AiINZtP0EMU/s320/qualitytools.jpg" /></a></div>
<br />
All around me, in this world class factory, was simple visual management, one-page standards, cartoons and the like.<br />
<br />
What were the most common measurement tools?<br />
<br />
<i>Run charts and Pareto charts</i> -- here, there and everywhere.<br />
<br />
Very few control charts or ANOVA analyses.<br />
<br />
Each zone seemed to have an iron grasp of its current condition, and hot spots.<br />
<br />
Each hot spot triggered intense problem solving using a simple problem solving method.<br />
<br />
Finally, it dawned on me that most problems can be solved with <i>run and Pareto charts</i>.<br />
<br />
To be fair, a few of my complex analyses produced an good harvest, but that's beside the point.<br />
<br />
Simple tools (run & Pareto charts) will get you 90% there. Learn & apply more complex tools for the remaining 10%<br />
<br />
Here's a related story from another field. <br />
<br />
Hank Williams, the great country singer & song-writer, was once asked,<i> "Mr. Williams, how come you only use three chords?"</i><br />
<br />
<i>"Cause that's all there is, son,"</i> Hank replied.<br />
<br />
Best,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/06/pascal-dennis-and-enterprise-excellence.html" target="_blank">Pascal Dennis and the Enterprise Excellence podcast</a>
<br />
<a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html" target="_blank">The Seven QC Tools, Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/05/reflections-on-true-north.html" target="_blank">Reflections on True North</a>
<br />
<a href="http://blog.leansystems.org/2023/05/frontiers-lean-it.html" target="_blank">Frontiers - Lean & IT</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/06/the-seven-qc-tools-part-2.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-24397673899764220582023-06-12T10:00:00.002-04:002023-06-12T10:10:25.724-04:00Pascal Dennis and the Enterprise Excellence podcastBy Pascal Dennis<br />
<br />
Hi folks, recently I spoke with Brad Jeavons and the fine Enterprise Excellence podcast.<br />
<br />
Topic: <b>Getting the Right Things Done in a Digital World.</b><br />
<br />
Hope you enjoy it!
<br />
<br />
<i>Full Episode:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe class="BLOG_video_class" allowfullscreen="" youtube-src-id="IC0biHjfmsE" width="320" height="266" src="https://www.youtube.com/embed/IC0biHjfmsE"></iframe></div>
<br />
<i>2-Minute Tip:</i><br />
<br />
<div class="separator" style="clear: both; text-align: left;"><iframe class="BLOG_video_class" allowfullscreen="" youtube-src-id="Qd4DXXHcpCg" width="320" height="266" src="https://www.youtube.com/embed/Qd4DXXHcpCg"></iframe></div>
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html" target="_blank">The Seven QC Tools, Part 1</a>
<br />
<a href="http://blog.leansystems.org/2023/05/reflections-on-true-north.html" target="_blank">Reflections on True North</a>
<br />
<a href="http://blog.leansystems.org/2023/05/frontiers-lean-it.html" target="_blank">Frontiers - Lean & IT</a>
<br />
<a href="http://blog.leansystems.org/2023/04/getting-right-things-done-in-digital.html" target="_blank">Getting the Right Things Done in a Digital World</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/06/pascal-dennis-and-enterprise-excellence.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-72473148864557190292023-05-29T10:00:00.001-04:002023-05-29T10:00:00.149-04:00The Seven QC Tools, Part 1By Pascal Dennis<br />
<br />
I used to think the so-called ‘Seven QC Tools’ were second nature to everybody.<br />
<br />
Now I realize that our younger friends & colleagues may not have been as fortunate as we (somewhat) wily veterans.<br />
<br />
When I graduated engineering school in the 1980's (prehistoric times) Ed Deming, Joe Juran, Philip Crosby and other great quality senseis were everywhere.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSrL807uh9esNx8N5uRY_5JQjq4_VALvTlavU2-xMuXoYBh0GajJRP6SDSFm9_7AqI_dP7VE8NgIoTmJeuwLf1lFoARoP_ARrjbBHhHpssydrzz1_9Ef9QOZ6lgQtitdDCxus1kZhSWos/s1600/edu.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSrL807uh9esNx8N5uRY_5JQjq4_VALvTlavU2-xMuXoYBh0GajJRP6SDSFm9_7AqI_dP7VE8NgIoTmJeuwLf1lFoARoP_ARrjbBHhHpssydrzz1_9Ef9QOZ6lgQtitdDCxus1kZhSWos/s320/edu.jpg" /></a></div>
<br />
I inhaled their books & videos, which emphasized a way of thinking, supported by core tools:<br />
<br />
<ul type="disc">
<li>Run charts,</li>
<li>Pareto diagrams,</li>
<li>Checksheets,</li>
<li>Histograms,</li>
<li>Scatter diagrams,</li>
<li>Process flow charts, and</li>
<li>Control charts.</li>
</ul>
<br />
Seems every generation needs to learn the fundamentals for itself.<br />
<br />
In that spirit, in blogs to come I'll describe these core tools & how they can help.<br />
<br />
In the interim, I highly recommend <a href="http://www.amazon.ca/Memory-Jogger-Continuous-Improvement-Effective/dp/1576811131/ref=sr_1_1?s=books&ie=UTF8&qid=1379899809&sr=1-1" target="_blank">The Memory Jogger II</a>, by my friend & colleague, Michael Brassard.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/05/reflections-on-true-north.html" target="_blank">Reflections on True North</a>
<br />
<a href="http://blog.leansystems.org/2023/05/frontiers-lean-it.html" target="_blank">Frontiers - Lean & IT</a>
<br />
<a href="http://blog.leansystems.org/2023/04/getting-right-things-done-in-digital.html" target="_blank">Getting the Right Things Done in a Digital World</a>
<br />
<a href="http://blog.leansystems.org/2023/04/on-big-data.html" target="_blank">On Big Data</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/05/the-seven-qc-tools-part-1.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-49573979229372900512023-05-15T10:00:00.002-04:002023-05-15T12:19:06.234-04:00Reflections on True NorthBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
Strategy begins with our strategic & philosophical Purpose, also known as True North.<br />
<br />
True North comprises:<br />
<OL>
<li>a "Hard" goal, usually entailing critical end-of-pipe measures, e.g. Revenue, EBIT, fatalities, and,</li>
<li>a "Broad-brush" goal (hoshin), a few words defining our purpose, vision, commitment</li>
</OL>
I encourage leaders to draw a <i>picture</i> of where we want to be, how we’ll get there, and <i>how</i> we will go about our business.<br />
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKF0RW1dFJyy6kn7hE422dL7GZbC_NO1_1ypXX_YjAhw1Z3h8lst9ylzxHo4s3nbElUDWEEFBUl4Rpr2d9nCShrUrAYxDBwfFwG6024s6-u-04_hzGCln0VAeLjWdP4C5KR3aU7V0dDHmLs-oaQzboVxmLwZ4qXjs5dw0x1IyBOtX0CYSzr1hiKoT9/s360/truenorth.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="" border="0" width="320" data-original-height="245" data-original-width="360" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKF0RW1dFJyy6kn7hE422dL7GZbC_NO1_1ypXX_YjAhw1Z3h8lst9ylzxHo4s3nbElUDWEEFBUl4Rpr2d9nCShrUrAYxDBwfFwG6024s6-u-04_hzGCln0VAeLjWdP4C5KR3aU7V0dDHmLs-oaQzboVxmLwZ4qXjs5dw0x1IyBOtX0CYSzr1hiKoT9/s320/truenorth.jpg"/></a></div>
The business chessboard is foggy, multi-dimensional, and unpredictable. Why bother to define a distant, uncertain future?<br />
<br />
Because doing so forces us out of the rut of our current thinking. We engage dormant neural pathways thereby, and begin to see the clear blue sky of what's possible.<br />
<br />
True North is also the ‘tie-breaker’, to which we turn for guidance at critical moments. <i>“Is this who we are? Is this where we’re going and how’ll we get there?”</i><br />
<br />
True North will tell us. For example, imagine we are a designer & manufacturer of high-end lighting solving challenging technical problems in high-margin niche markets. Our hoshin is <i>Speed Style Invention</i>. Now suppose a major automotive company, say Toyota, approached us and said, “We’d like you to manufacture lighting for our next Lexus model.”<br />
<br />
How would we respond? The answer is clear, no? <i>“We’ll have to decline, with great respect, because that’s not what we do, that’s not who we are.”</i><br />
<br />
Our annual plans will be simple & modular one-pagers that express our hypotheses. We’re often wrong, but we adjust quickly. Life <i>never</i> goes according to plan. Clear hypotheses & modular plans enable the rapid PDCA cycles that’ll dispel the fog & get us closer and closer to True North.<br />
<br />
Strategy Deployment is messy, humbling, intuitive, a marriage between the Right & Left brain, between intuition & logic, art & science.<br />
<br />
I'm reminded of Jack Nicklaus, perhaps the greatest golfer ever, whose swing routine always entailed imagining the <i>perfect</i> shot.<br />
<br />
Or of Michelangelo seeing the <i>perfect</i> sculpture in the marble block.<br />
<br />
Have a good summer, all,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/05/frontiers-lean-it.html" target="_blank">Frontiers - Lean & IT</a>
<br />
<a href="http://blog.leansystems.org/2023/04/getting-right-things-done-in-digital.html" target="_blank">Getting the Right Things Done in a Digital World</a>
<br />
<a href="http://blog.leansystems.org/2023/04/on-big-data.html" target="_blank">On Big Data</a>
<br />
<a href="http://blog.leansystems.org/2023/03/why-lean-outside-factory.html" target="_blank">Why Lean Outside the Factory?</a>
<br />
<br />
<br />
<div style="text-align: center;">
<a href="http://blog.leansystems.org/2023/05/reflections-on-true-north.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-66936159490892295602023-05-01T10:00:00.000-04:002023-05-01T10:56:12.978-04:00Frontiers - Lean & ITBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
By any objective measure, Lean has ‘done well’. Most major organizations have active Lean/Continual Improvement activities. Lean thinking has developed roots far from its manufacturing beginnings and into far-flung fields like healthcare, construction and the process industries.<br />
<br />
Yes, there have been dead-ends, detours and growing pains.<br />
<br />
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVcgNLDobbkzRKYzPwig7B6SCe-A3v-5oKmzPu5_zbwYf2mOF9ogr-A8uG6urGBvCN23SHNeCSKM9ONn4LjWr726uRGdqqNLP_so96mGBF801763-HWGPlNhwNz-x95C-kPKLv3P_S1rdJ4cJE9ht9VMc1uJSuzXcIdUjPD-PVWFyZkBOBxhbSF6XJ/s320/outside-factory.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="" border="0" height="320" data-original-height="320" data-original-width="261" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVcgNLDobbkzRKYzPwig7B6SCe-A3v-5oKmzPu5_zbwYf2mOF9ogr-A8uG6urGBvCN23SHNeCSKM9ONn4LjWr726uRGdqqNLP_so96mGBF801763-HWGPlNhwNz-x95C-kPKLv3P_S1rdJ4cJE9ht9VMc1uJSuzXcIdUjPD-PVWFyZkBOBxhbSF6XJ/s320/outside-factory.jpg"/></a></div>
<br />
Why do so many organizations fail to fully harvest Lean’s potential? How do we sustain Lean as a system, and not merely a set of tools? <br />
<br />
How do we engage senior leaders more deeply?<br />
<br />
Nonetheless, we’ve made good progress these past few decades. <br />
<br />
So what’s next?<br />
<br />
<i>Information technology.</i> How to translate the powerful Lean principles methods & principles in this vital, fascinating, yet often arcane field? <br />
<br />
There has, of course, been some helpful cross-fertilization. Agile, for example, and its constituent methods (Scrum, Kanban..., are creative expressions of visual management, Pull and PDCA. But my sense is we've barely scratched the surface. (Are respect for people, quality in the process, and Strategy Deployment well understood?)<br />
<br />
The obstacles are substantial. Information Technology language, mental models, and gembas are radically different than those in, say, manufacturing, logistics or the process industries.<br />
<br />
IT value streams are among the most invisible my team & I have encountered. IT departments tend to be fragmented and often comprise multiple deep silos. (DEVOPS is a valuable attempt to integrate the software development and delivery process, and emphasizes communication and collaboration between product management, software development, and operations.)<br />
<br />
On the plus side, IT practitioners are among the most capable and creative people we've ever worked with. As ever, shared experiential learning (Yokoten) begins with a shared understanding.
I encourage Lean practitioners around the world to learn the language & business of IT, and to think deeply about how to support our colleagues there. (My daughter and I recently enrolled in a coding course, which took me back to my student days & reminded me I’m a bad coder…)<br />
<br />
And I encourage our colleagues in IT shops around the world to learn & adapt the powerful thinking methodologies of Lean.<br />
<br />
Should lead to interesting conversations.<br />
<br />
Best regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/04/getting-right-things-done-in-digital.html" target="_blank">Getting the Right Things Done in a Digital World</a>
<br />
<a href="http://blog.leansystems.org/2023/04/on-big-data.html" target="_blank">On Big Data</a>
<br />
<a href="http://blog.leansystems.org/2023/03/why-lean-outside-factory.html" target="_blank">Why Lean Outside the Factory?</a>
<br />
<a href="http://blog.leansystems.org/2023/03/too-often-power-means-power-to-do.html" target="_blank">Too Often, Power Means the Power to Do Stupid Things</a>
<br />
<br />
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<div style="text-align: center;">
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5826254962738971743.post-31658266913057481472023-04-17T10:00:00.009-04:002023-04-17T10:10:48.536-04:00Getting the Right Things Done in a Digital WorldBy Pascal Dennis (<a href="http://leansystems.org/pascal_s__bio.html" target="_blank">bio</a>)<br />
<br />
I wrote a book called <i><a href="https://www.amazon.com/Getting-Right-Things-Done-Execution/dp/0976315262/?_encoding=UTF8&pd_rd_w=t7iFh&content-id=amzn1.sym.22f5776b-4878-4918-9222-7bb79ff649f4&pf_rd_p=22f5776b-4878-4918-9222-7bb79ff649f4&pf_rd_r=130-7373021-6736327&pd_rd_wg=eMN2o&pd_rd_r=a860b625-72bc-46c7-9a9b-a0cfc2779ec0&ref_=aufs_ap_sc_dsk&asin=0976315262&revisionId=&format=4&depth=1" target="_blank" rel="nofollow">Getting the Right Things Done</a></i> about protecting your core business. <i>GRTD</i> found an
audience and my team & I have helped a lot of companies implement the methods I described. They’re a
practical, and proven way to bullet-proof your company.<br />
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiks-SgG-nVIjqqy7m5stDFmxS3fUwABom7HhnYWTxNZQ7TW63-Eu3A1WQw1OjS9SjTtq9S7LBV5Huz9ktOL0kpMpqOmx9WMco3InXSmfeEC1sk_i9bH6Q5gn8MJQxjZhCglFm6NifMHSelelQhwJCnN8WvAGoaoPFuBkT6w6SkyTVUVGLeqjCPvkp1/s1619/GRTD_books_only.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="" border="0" width="320" data-original-height="1180" data-original-width="1619" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiks-SgG-nVIjqqy7m5stDFmxS3fUwABom7HhnYWTxNZQ7TW63-Eu3A1WQw1OjS9SjTtq9S7LBV5Huz9ktOL0kpMpqOmx9WMco3InXSmfeEC1sk_i9bH6Q5gn8MJQxjZhCglFm6NifMHSelelQhwJCnN8WvAGoaoPFuBkT6w6SkyTVUVGLeqjCPvkp1/s320/GRTD_books_only.jpg"/></a></div>
But that’s no longer enough. Today, we must also <i>Ignite new Growth</i> using methods pioneered in the world’s
innovation hot spots. And that’s been my focus the past several years. How to create an <i>ambidextrous</i>
organization? One that is bullet-proof in its core business, and yet able to intuit unmet customer needs, and
rapidly build, measure, and learn its way up the innovation ladder. One that can not just improve existing
customer journeys, but create new journeys, offerings, and even new businesses. I wrote a book about it
called <i><a href="https://www.amazon.com/Harnessing-Digital-Disruption-Pascal-Dennis/dp/1138323209/ref=sr_1_1?dchild=1&keywords=Harnessing+Digital+Disruption+-+How+Companies+Win+with+Design+Thinking%2C+Agile+and+Lean+Startup&qid=1615087983&sr=8-1" target="_blank" rel="nofollow">Harnessing Digital Disruption</a></i> which describes my adventures in Singapore’s lively innovation
ecosystem.<br />
<br />
In fact, I’ve spent the past five years in the world’s innovation hot spots learning how to ignite new growth
using Digital methods. My team & I have built and validated a powerful body of knowledge which we believe
can transform your organization. And now I’d like to share what we’ve learned in a series of new workshops.
The first is called <i><a href="http://leansystems.org/GRTD/index.html" target="_blank" rel="nofollow">Getting the Right Things Done in a Digital World</a></i>. Our target audience is the organization that is serious about Innovation, that wants to become truly ambidextrous. Our workshops will available both
on-site and remotely. They will not be available publicly because we want to focus on your business – your
aspiration, winning logic, and challenges.<br />
<br />
<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjFVkgv9bRGUQmnsqDHZVToFe2MgMOHmDDvh-UiAMkUNnnMx8aeMXTwpb_nKT-LMxx2-iPLdxG9l1_sibJtwi3NxZC9p7NuYcienvE99h3kSkjJDJJvdkYVFFWa8dT1mpKm41rZy0z1dYg3RqdNwNjt1CbkV0PLVmfufVJtqdOb73ofAtIW-XVn9vy3/s375/ipad-with-book_375px_350px.jpg" style="display: block; padding: 1em 0; text-align: center; "><img alt="Harnessing-Digital-Disruption and Getting the Right Things Done" border="0" width="200" data-original-height="350" data-original-width="375" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjFVkgv9bRGUQmnsqDHZVToFe2MgMOHmDDvh-UiAMkUNnnMx8aeMXTwpb_nKT-LMxx2-iPLdxG9l1_sibJtwi3NxZC9p7NuYcienvE99h3kSkjJDJJvdkYVFFWa8dT1mpKm41rZy0z1dYg3RqdNwNjt1CbkV0PLVmfufVJtqdOb73ofAtIW-XVn9vy3/s200/ipad-with-book_375px_350px.jpg"/></a></div>
<i>Protecting the Core</i> business is no longer enough. We must also Ignite New Growth. <i>GRTD in a Digital World</i>
and the workshops that follow will get you started in this essential journey. If all this sounds intriguing, please
click on the link below.<br />
<br />
<a href='http://leansystems.org/GRTD/index.html' target='_blank'>
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</a>
<br />
Regards,<br />
<br />
Pascal<br />
<br />
<br />
<br />
In case you missed our last few blogs... please feel free to have another look…<br />
<br />
<a href="http://blog.leansystems.org/2023/04/on-big-data.html" target="_blank">On Big Data</a>
<br />
<a href="http://blog.leansystems.org/2023/03/why-lean-outside-factory.html" target="_blank">Why Lean Outside the Factory?</a>
<br />
<a href="http://blog.leansystems.org/2023/03/too-often-power-means-power-to-do.html" target="_blank">Too Often, Power Means the Power to Do Stupid Things</a>
<br />
<a href="http://blog.leansystems.org/2023/02/when-youre-convinced-youre-right-youve.html" target="_blank">When You’re Convinced You’re Right, You’ve Lost Your Ability to Learn</a>
<br />
<br />
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<a href="http://blog.leansystems.org/2023/04/getting-right-things-done-in-digital.html#comment-form" style="margin-left: 1em; margin-right: 1em;"><img height="24" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKiyTzNxnlGhStgbW7fg83PfDD49faELWTSInvRltR3jI2wmkUjuQ8Pi6V8WdRY-r__qlba84KDgicS5Y9zzVPNtQvA5Y4bJpFbOdktgYzMOueZhRK7Gi89XcemkHPGSX5i69d4YGk3Sw/s144/commentYellowLarge.png" width="144" /></a></div>
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