Lead by Building Organizational Capability
Posted on September 13, 2016 Comments (0)
The result of a recent interview with me has been posted: How to Lead From Any Level In the Organization
Similar to helping other people grow their careers is the idea of helping other people to solve their problems. Again, this starts with a clear understanding of your sphere of influence. “It determines what strategies you can pursue, and building your sphere of influence should be part of your decision making process.”
What it comes down to is proving yourself in this way—and doing so consistently. “It isn’t some secret sauce. Prove yourself to be valuable and you will gain influence. Help people solve their problems. They will be inclined to listen to your ideas.” And helping people to solve their problems doesn’t mean you are giving them the answer. It may mean you asking empowering questions.
John says if you focus on building the capability in the organization to understand variation and to appreciate how to use data—then you are on the right path, and can increase your influence in addition.
“You need to build into the organization things like a focus on pleasing the customer instead of pleasing your boss.” When combining all of these methods, that is when your leadership is going to be most effective.
Hopefully you will find the entire post worthwhile.
More links related to interviews with me about improving management: Leadership While Viewing the Organization as a System, Business 901 Podcast Deming’s Management Ideas Today, Meet-up: Management Improvement Leader John Hunter.
Applying Toyota Kata to Agile Retrospectives
Posted on August 23, 2016 Comments (0)
Håkan Forss, King (interactive entertainment games), presentation at the GOTO Copenhagen 2015 conference.
I strongly recommend Mike Rother’s book: Toyota Kata.
Description from Workshop description “The Toyota Kata Experience”
I think the great number of worthwhile conference presentations we can all now get sitting wherever we are provides us a great opportunity (and lets us avoid missing out of good ideas because “How could they know“).
A point made in the presentation that is very simple but still constantly the source of failure is that the current system isn’t supporting improvement. Retrospectives are a good method to help improve but if there is no time to think about the issues raised and come up with experiments to improve and review of whether those experiments worked or not and why failure to improve is the expected result.
Creating a culture where it is expected that any improvement ideas are tested and evaluated is one of the most important changes on the path to a company that will be able to continually improve. If not, what happens is some changes are good, many are not and soon people lose faith that any effort is worth it because they see how poor the results are. By taking care to evaluate what is working and what isn’t we create a process in which we don’t allow ad hoc and unsuccessful changes to demoralize everyone.
Understanding Design of Experiments (DoE) in Protein Purification
Posted on August 4, 2016 Comments (0)
This webcast, from GE Life Sciences, seeks to provide an understanding Design of Experiments (DoE) using an example of protein purification. It begins with a good overview of the reason why multi-factorial experiments must be used while changing multiple factors at the same time in order to see interactions between factors. These interactions are completely missed by one-factor-at-a-time experiments.
While it is a good introduction it might be a bit confusing if you are not familiar with multi-factorial designed experiments. You may want to read some of the links below or take advantage of the ability to pause the video to think about what he says or to replay portions you don’t pick up immediately.
I have discussed the value of design of experiments in multiple posts on this blog in the past, including: Introductory Videos on Using Design of Experiments to Improve Results by Stu Hunter, Design of Experiments: The Process of Discovery is Iterative and Factorial Designed Experiment Aim.
He also provides a good overview of 3 basic aims of multivariate experiment (DoE):
- screening (to determine which factors have the largest impact on the results that are most important)
- optimization (optimize the results)
- robustness testing (determine if there are risks in variations to factors)
Normally an experiment will focus on one of these aims. So you don’t know the most important factors you may choose to do a screening experiment to figure out which factors you want to study in detail in an optimization experiment.
It could be an optimized set of values for factors provides very good results but is not robust. If you don’t have easy way to make sure the factors do not vary it may be worthwhile to choose another option that provides nearly as good results but is much more robust (good results even with more variation within the values of the factors).
Integrating Technical and Human Management Systems
Posted on July 6, 2016 Comments (2)
ASQ has asked the Influential Voices on quality management to look at the question of integrating technical quality and human management systems. How do different systems—technical or human—work together? How should they work together?
My view is that the management system must integrate these facets together. A common problem that companies face is that they bring in technical tools (such as control charts, PDSA improvement cycle, design of experiments, kanban, etc.) without an appreciation for the organization as a system. Part of understanding the organization as a system is understanding psychology within this context (as W. Edwards Deming discussed frequently and emphasized in his management system).
To try and implement quality tools without addressing the systemic barriers (due to the management system and specifically the human component of that system) is a path to very limited success. The failure to address how the organization’s existing management system drives behaviors that are often counter to the professed aims of the organization greatly reduces the ability to use technical tools to improve.
If the organization rewards those in one silo (say purchasing) based on savings they make in cutting the cost of supplies it will be very difficult for the organization to optimize the system as a whole. If the purchasing department gets bonuses and promotions by cutting costs that is where they will focus and the total costs to the organization are not going to be their focus. Attempts to create ever more complex extrinsic incentives to make sure the incentives don’t leave to sub-optimization are rarely effective. They can avoid the most obvious sub-optimization but rarely lead to anything close to actually optimizing the overall system.
It is critical to create an integrated system that focuses on letting people use their brains to continually improve the organization. This process doesn’t lend itself to easy recipes for success. It requires thoughtful application of good management improvement ideas based on the current capabilities of the organization and the short, medium and long term priorities the organization is willing to commit to.
There are principles that must be present:
- a commitment to treating everyone in the organization as a valuable partner
- allowing those closest to issues to figure out how to deal with them (and to provide them the tools, training and management system necessary to do so effectively) – see the last point
- a commitment to continual improvement, learning and experimentation
- providing everyone the tools (often, this means mental tools as much as physical tools or even quality tools such as a control chart). By mental tools, I mean the ability to use the quality tools and concepts. This often requires training and coaching in addition to a management system that allows it. Each of these is often a problem that is not adequately addressed in most organizations.
- an understanding of what data is and is not telling us.
An integrated management system with an appreciation for the importance of people centered management is the only way to get the true benefit of the technical tools available.
I have discussed the various offshoots of the ideas discussed here and delved into more details in many previous posts and in my book – Management Matters: Building Enterprise Capability. An article, by my father, also addresses this area very well, while explaining how to capture and improve using two resources, largely untapped in American organizations, are potential information and employee creativity. It is only by engaging the minds of everyone that the tools of “technical” quality will result in even a decent fraction of the benefit they potentially can provide if used well.
Posted on June 29, 2016 Comments (1)
Using data to understand your processes and improve them is very useful.
But using data often results in unintended consequences. If you don’t have a good understanding on the pressures collecting data will bring to bear on the system you can create pressure for results that damage the delivery of value to customers.
In this example there are requirements to take action if certain conditions are present. In this case, if the airplane is pushed back from the gate for more than 3 hours without taking off passengers must be given the opportunity to get off.
It doesn’t seem the conditions imposed are unreasonable to me. But the expectation was for airlines to make sensible adjustments and not force customers to wait so long in the airplane sitting on the ground. The system could be improved by having more gates in operation, not pushing loading planes if you knew plane wasn’t going to leave for more than 30 minutes, etc.. But when customer value is taken very lightly (as USA airlines do) it isn’t surprising the USA airlines would take a very customer unfriendly method to avoid the issue that was the source of the new rules.
Distorting the system or distorting the data are often the result, instead of the process improvement that is desired and expected.
Related: Bad Weather is Part of the Transportation System – Poor Customer Service at USA Airlines – Data is Important and You Must Confirm What the Data Actually Says – United Breaks Guitars – Respect for Employees at Southwest Airlines
Posted on June 21, 2016 Comments (1)
Support theatre provides the appearance of supporting customers when in fact it is just treating customers poorly based on a management system that disrespects customers. It is a similar idea to security theatre that has become so popular for government in the USA for the last 10 years.
Dilbert does a good job of illustrating “support theatre” in this webcast:
I have had the exact experience Dilbert does of tech support refusing to think about the actual symptoms of the problem and insisting on following some script and wasting my time – repeatedly. This is not some accident. Management has designed systems with the attitude that customer’s time doesn’t matter.
Companies that practices support theatre are usually very focused on cutting the companies cost and not “wasting” the companies time fixing the problems they create for customers or even helping customers put on “band-aids” to cope with the injuries the company has inflicted on the customer.
It is painful to interact with such companies. I find that most large companies I am forced to interact with are deeply into support theatre and only very superficially concerned with customers. It is a shame that the type of customer focus that those interested in management improvement have been advocating for decades is ignored by so many companies today.
If you care about your customers and want to build an organization that prospers by delighting customers go to the customer (user) gemba. Focus on how to improve the customer experience. You likely will have many easy opportunities to improve how things operate since the experience for customers today is often so bad.
Related: Making Life Difficult for Customers – Practicing Mistake-Promoting Instead of Mistake-Proofing at Apple – Customer Service is Important (2006) – Simple Customer Care Strategy: Communicate – Use Urls, Don’t Use Click x, Then Click y, Then Click z Instructions – How to protect yourself from your credit card company – Verizon Provides Lousy Service = Dog Bites Man (2008) – Is Poor Service the Industry Standard? (2006) – Incredibly Bad Customer Service from Discover Card
Curious Cat Management Improvement Blog Ranking
Posted on June 1, 2016 Comments (1)
I created a ranking of top management improvement blogs for fun. There is no way to objectively rate blogs by how worthy or valuable they are. I just wanted to create a listing that ranked blogs I thought were worth reading using a collection of metrics that I think have some merit (even if that merit is fairly limited).
Here are the top 10 as of now (it will change over time):
The most important factor is my selection of what blogs to include in the first place. Then I rank them using several other factors: link popularity (how many links to the sites, with more authoritative links carrying more weight), a subjective ranking by me, traffic (using an admittedly pretty flawed measure of traffic – but again this is just for fun so…), Twitter authority of the author, domain authority (based on links, not just to the blog, but the web site overall).
I hope you enjoy the ranking and really hope you find a few new blogs you benefit from reading. There are quite a few interesting management improvement blogs, though honestly there are many fewer good posts than there were 5 years ago. Most of the best active blogs from 6 or 7 years ago are either much much less active today or are gone altogether. But even so there are still quite a few valuable blogs for managers to read.
Acting Without Theory Often Results in Wasted Effort
Posted on May 25, 2016 Comments (1)
When you act without theory you can find yourself beating your head against the wall, in ways similar to this woodpecker bangs its head against this sign.
This bird may have copied the pecking behavior without understanding the theory. Pecking steel won’t lead to it uncovering insects to eat. Alternatively, it may be pecking to make noise and attract a mate or tell other woodpeckers this territory is claimed. If mates and others acknowledge the metal pecking noises then the behavior may be rewarded (the noise is louder than pecking wood so it may even be an innovation with improved results), if not, the beating its bill against the sign is wasted effort.
If you don’t understand why you take action you will find yourself wasting effort. You must have a theory that you can test in order to test what is working, what changes actually lead to improvement and to learn. If this bird wants to find food it will discover this method isn’t effective.
I wrote about a similar example before: Experience Teaches Nothing Without Theory.
Software Testing and the Impact on Quality
Posted on May 9, 2016 Comments (1)
My response to a question on Reddit.
Does anybody have any thoughts on the validity of the above statement?
That statement is similar to the idea you can’t inspect in quality. Basically “Inspection is too late. The quality, good or bad, is already in the product.” W. Edwards Deming
I agree with those ideas. Software testing is a bit different (at least some of it is) from the inspection mentioned above. You are testing while the product is being developed and adjustments are being made before the product is released to customers. Also with internet based software you have the ability to update the software and now all users have that update. Where for physical devices they already have the product and the only option is a recall which is very expensive and often ignored.
Software testing however should pay attention to those points in the 2 links above (defects should be understood as evidence of a process that needs to be improved so defects are not built in the first place). What you want is not just to fix the bugs software testers catch but figure out the reasons those bugs were created and improve you process so you create fewer bugs in the future.
No matter what the software quality is based on the code that is written. At the best software testing can tell people about the bugs but unless the code is fixed the software quality didn’t change. But to say that software testing doesn’t have a big influence of software quality when testing is well done and the software development process is good (listens to feedback and improves) is not very accurate.
Related: Improving Software Development with Automated Tests – Combinatorial Testing for Software – Building a Great Software Development Team – Deming and Software Development – The Defect Black Market
Functional Websites are Normally Far Superior to Apps
Posted on April 23, 2016 Comments (0)
An email to I just sent to Uber
I understand the regular Uber app not having a functional website.
Uber Eats not having a functional website is super lame. It strikes me similar to Walmart 15 years ago telling people “we only have stores go to them, we just use the internet for advertising our stores.” Today for Uber: we only have apps, “we only use the web for advertising our apps.” Both you and Walmart want to use a limited function service that you both are comfortable with and want users to just put up with annoyance because neither of you want users using the connivence of the web.
When you bother to create a functional website maybe I’ll use it (I use several food delivery services now).
Using limited apps is rarely wise (unless you are crippled by the lack of a real computer and are stuck having to use just an app). Uber cars is a rare exception where the needs are so simple a limited app is ok. Picking restaurants and food on a tiny screen with a crippled app is just a lousy experience for anyone that uses real websites. The Ux for the app is horrible.
Just like old school businesses were only comfortable with their old business models and didn’t create functional websites (instead using the web just to advertise that you should go to their store, or giving you forms to complete and fax back to them…) new businesses are often stuck on only using apps even though they often provide a lousy user experience compared to a functional website.
There are some apps that are very useful and not having a functional web app can make sense, but it is fairly limited. Getting a ride apps I can see as only apps. Driving instructions and live maps using GPS to locate you is another great app use. Boarding passes can make sense (though I do question some of that whole process conceptually this could be a good example of a app with no functional website).
But most cases not having a functional website is just lousy Ux.
Now there are some times when using technology to provide good service just isn’t worth the effort. Often though businesses just are stuck in their fax-thinking or physical-store-thinking or app-thinking and fail to use a technology that would provide great benefit to their users. I find it odd how often app vendors seem stuck in their app mindset. It wasn’t so surprising old businesses that were not based on technology didn’t take advantage of the incredible opportunities provided by the internet and the web. But it is less understandable when companies that are thought of as technology savvy are as blinded by their history (can’t see out of the app-mindset).
Decades Later The USA Health Care System is Still a Deadly Disease for Our Economy
Posted on March 30, 2016 Comments (1)
Decades ago W. Edwards Deming named 7 deadly diseases of western management. One of those was excessive health care costs. Sadly that deadly disease has become much worse in the last several decades.
“We do not think that charging U.S. residents more than anyone else in the world meets the obligation to make the invention available to U.S. residents on reasonable terms,” said the letter, which had Sen. and presidential candidate Bernie Sanders, Sen. Elizabeth Warren and Rep. Elijah Cummings among its signatories.
This specific example also highlights what I classified as a new deadly disease in 2007 – the broken patent and trademark system.
Both of these deadly diseases greatly damage the USA economy and the economic condition of USA citizens. It is disgraceful that the Democratic and Repulbican parties have allowed these deadly diseases to ravage the USA economy for decades.
The drug price situation in the USA is greatly exsaserbated by the corrupt political process. Drug companies give large amounts of cash to those we elect and then those we elect create system that damage the USA economy and provide drug companies huge extra profits inside the USA (those profits then allow the companies to charge other countries even less and still make a great return on their investment). I wrote about this in 2005: Excessive Drug Prices in the USA (and several times since then, Drug Price Crisis  – it is a long term, huge economic problem for the USA).
Health care is extremely expensive everywhere. But in the USA the health care system is twice as costly as other rich countries. This is an enormous burden on the USA economy. Nothing else comes close to being as costly in terms of direct spending. And there a a great deal of other damage done that can’t be seen in just the 100% more the USA spends on health care than other rich countries spend. And the health outcomes are no better for the extra hundres of billions of dollars spent every year for health care in the USA.
The costs of decades of failure are extrodinary. We shouldn’t allow the political parties to continue to fail to sensibly address these problems. Even if we can just get to the point of costing 50% more than other rich countries our economy will be greatly enhanced, but we have not even been able to reduce the health care tax the USA health care system puts on us to just 50% more than other countries. That is a pretty sad state of affairs especially when you consider that other countries are not doing a great job – so we are twice as costly, not as some extremely wonderful amazing system but twice as costly as mediocre comparisons.
Extremely inflatted drug prices in the USA are a significant part of the problem but still only a portion of a system that has been costly the USA economy and citizens hundreds of billions of dollars a year (and untold soffuering in many other ways) for decades. We have to do better.
Related: USA Health Care Spending 2013: $2.9 trillion $9,255 per person and 17.4% of GDP – The Growing Market for International Travel for Medical Care – CEOs Want Health-Care Reform (2009) – Can We Expect the Health Care System in the USA to Become Less Damaging to the Economy? (2011)
Giving Executives 40% of Revenue is Insane
Posted on March 21, 2016 Comments (0)
I have previous written on my belief that excessive executive compensation had reached the level of a deadly disease of western management (building on the W. Edwards Deming’s list of 7 deadly diseases). I named excessive executive pay and a broken “intellectual property” system as new deadly diseases in 2007.
Here is a graphic from, It’s Twitter’s birthday, and its executives are getting huge stock-based gifts, showing the massive executive give-away at Twitter.
Twitter has given executives $2,000,000,000 in just stock based compensation from 2011 through 2015. Twitter’s revenue for those 4 years was only $4,709,000,000. So Twitter gave executives 42.5% of revenue. This is of revenue, not earnings, Twitter isn’t even profitable.
Granted this is an extremely bad case but this pattern of giving away hundreds of millions of dollars to executives is common. It is destructive. It is disrespectful. It is a stain on those participating in the looting of companies for the benefit of the executive bureaucrats – those that enable them to siphon off the returns generated by companies into their pockets.
Related: Toyota Post Record Profit: Splits $15 million in Pay and Bonus for top 21 Executives (2014) – Business 901 Podcast: Two New Deadly Diseases for Business (2013) – Massive Bonuses Encourage Executives to Take Massive Risks (leverage etc.)
Seek to Improve How You Learn, Don’t Just Accept That You Can’t Do Better
Posted on March 3, 2016 Comments (1)
As a speaker or coach or teacher it is wise to learn what impacts how people absorb information and learn. Factoring those ideas into how you communicate (one on one, coaching, training, presenting…) is wise.
Learning about how people learn and remember is important to allow you to communite well. And most people seem to understand this. But they also seem to have no shame in not improving their performance in relation to these common weaknesses.
I have never understood why so many people talk about weaknesses in how people learn (people only remember “10% of what they hear, 20% of what they read, and 80% of what they see and do”; you must repeat something 7,9,12… times before most people will remember it; people will retain more if they are given concrete examples relevant to them; people will remember more if they speak or write than if they just passively listen; a good visual will make an idea presented much more likely to be remembered…) but never seem to seek to improve their weaknesses in these areas.
Yes, it is harder for us to retain new information when we just hear about it or if good information is presented poorly. But if you do a much better job of learning and succeed in retaining what you hear or see (even if often people fail to do this well) you will be better off.
Yet what I see is people spouting these statistics, not as a way of learning what they need to improve themselves but as a way of explaining that it is inevitable and they won’t do any better (or even bother to attempt to do so). It just isn’t true that you can’t do better. You can train yourself to learn more than most people when the material is presented in a less than perfect manner by learning how we commonly fail to learn and making efforts to do better yourself.
Sure, learn these common traits to know how you need to take them into account when communicating with others. But also examine yourself and see if you have the same weaknesses and improve in those areas you are weak. Also you can learn from them how to be more successful in retaining good ideas (write them down, think about applying them in your context, make a note to actually apply them at work tomorrow or next week…). You can blame whoever was communicating the ideas to you for failing to present it as well as they should but that won’t help you learn more.
Also companies would be wise to put more effort into helping people learn better. I see lots of focus on how presenters should do better, but very little on how people can improve their capacity to listen and learn. Yes, those presenting should continually seek to improve and be aware of their customers (those they are communicating with). Those that are learning should also seek to improve their ability to learn, even if the way material is presented isn’t optimal.
By the way, you might also want to question much of the claims of what people remember: Mythical Retention Data & The Corrupted Cone.
Transform the Management System by Experimenting, Iterating and Adopting Standard Work
Posted on January 19, 2016 Comments (0)
In this short video, Dr. John Toussaint describes how ThedaCare applied leadership standard work to create a successful management transformation. The changes to the management system were tested by applying standard work for all positions in 2 parts of the organization (including all senior management positions) and learning and adapting and then spreading the new methods to the rest of the organization.
Changes to the management system require the same testing and piloting of changes on a small scale as other process changes. Experiment by going an inch wide and a mile deep, iterate over PDSA cycles, and once we have a solution that works adopt it widely (the A in PDSA).
Related: Systemic Workplace Experiments – Transforming a Management System, A Case Study From the Madison Wisconsin Police Department – Transformation and Redesign at the White House Communications Agency – Culture Change Requires That Leaders Change Their Behavior – Standard Work Instructions – How To Create a Continual Improvement Culture
Most Popular Management and Leadership Quotes on Our Site in 2015
Posted on January 12, 2016 Comments (2)
These were the most popular quotes on the Curious Cat Management and Leadership Quotes web site in 2015 (based on page views). Follow the link on the quote text for the source and more information on the quote.
- Having no problems is the biggest problem of all. – Taiichi Ohno
- Managers who don’t know how to measure what they want settle for wanting what they can measure. – Russell Ackoff
- Don’t look with your eyes, look with your feet. Don’t think with you head, think with your hands. – Taiichi Ohno
- The answer to the question managers so often ask of behavioral scientists “How do you motivate people?” is, “You don’t.” – Douglas McGregor
- Performance appraisal is that occasion when once a year you find out who claims sovereignty over you. – Peter Block
- A bad system will beat a good person every time. – W. Edwards Deming
- People who can’t understand numbers are useless. The gemba where numbers are not visible is also bad. However, people who only look at the numbers are the worst of all. – Taiichi Ohno
- We believe customer number one, employee number two, shareholder number three… Because you’ve take care of the customer, take care of the employees, shareholder will be taken care of. – Jack Ma
- A leader is a coach, not a judge. – W. Edwards Deming
- Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.” – Brian Joiner
- Standards should not be forced down from above but rather set by the production workers themselves. – Taiichi Ohno
- A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can comprehend, the greater are his chances of finding a truly adequate solution. – Russell Ackoff
- 95% of changes made by management today make no improvement. – Peter Scholtes
- blame the process not the person. We need to ask, “how did the process allow this to happen?” – Brian Joiner
- Good execution of performance appraisal is not the solution. More people are realizing that improving how performance appraisal are done is an attempt to do the wrong thing better. If you insist on doing the wrong thing, I suppose you might as well do it better but how about just not doing the wrong thing at all? – John Hunter
- A system is more than the sum of its parts; it is an indivisible whole. It loses its essential properties when it is taken apart. The elements of a system may themselves be systems, and every system may be part of a larger system. – Russell Ackoff
- All Models Are Wrong But Some Are Useful – George Box
- It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth. – W. Edwards Deming
- the aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort. – W. Edwards Deming
- There are three ways to get better figures… Improve the system… Distort the system… Distort the figures – Brian Joiner
20 Most Popular Posts on the Curious Cat Management Blog in 2015
Posted on January 5, 2016 Comments (1)
This is a list of the 20 most popular posts on the Curious Cat Management Improvement Blog last year (as measured by page views, as recorded by my analytics application).
- The Toyota Way – Two Pillars (2010)
- Stated Versus Revealed Preference (2013)
- The Purpose of an Organization (2005)
- 94% Belongs to the System (2013)
- How to Get a New Management Strategy, Tool or Concept Adopted (2010)
- One factor at a time (OFAT) Versus Factorial Designs (2011)
- The Aim Should be the Best Life – Not Work v. Life Balance (2015)
- Why Don’t Football Players Just Thrown the Ball Out of Bounds to Stop the Clock (2010)
- No True Lean Thinking or Agile Software Development (2010)
- Steve Jobs on Quality, Business and Joseph Juran (2014)
Culture Change Requires That Leaders Change Their Behavior
Posted on December 28, 2015 Comments (2)
This month The ASQ Influential Voices are reacting to Luciana Paulise’s post:
Facing Cultural Barriers by Leaders to Strengthen a Culture of Quality.
As Luciana stated:
W. Edwards Deming wrote in The New Economics:
The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.
I believe for significant changes to culture transformation of the individual is required. And I have seen this take place many times. Real gains can be made by applying a few tools and concepts effectively; without transformation. But changes to the culture come from significant changes in how people think.
In a previous post I wrote about What to Do To Create a Continual Improvement Culture
Related: Create a Culture Seeking Continual Improvement or Use Band-Aids? – Transforming a Management System – A Case Study From the Madison Wisconsin Police Department – Change is not Necessarily Improvement
Most Popular Links on Management Sub-Reddit in 2015
Posted on December 15, 2015 Comments (0)
I created the management sub-reddit many years ago. The management sub-reddit provides links to worthwhile management content and the members indicate those links they liked. Here is a list of the most popular links added in the last year.
- People Don’t Fail, Processes Do by Terry Smith on The Lean Post
- The common objection to seniority pay is, “It’s rewarding dead wood!” My response is, “Why do you hire dead wood? Or why do you hire live wood and kill it?” – Peter Scholtes by John Hunter on The W. Edwards Deming Institute Blog
- If you adopt only one agile practice, let it be retrospectives. Everything else will follow. by Woody Zuill on the Mob Programing blog
- People who believe they can manage everything often prove themselves capable of managing nothing. by Henry Mintzberg on his blog.
- Culture is what culture does. Culture isn’t what you intend it to be. by David Heinemeier Hansson on Signal v. Noise
- Lean Knowledge Work by Bradley Staats and David Upton on Harvard Business Review
- The more you learn and the more you improve, the more you understand how far away perfection really is. by Kevin Meyer on the Gemba Academy blog
- Working at Netflix by Brendan Gregg on his blog
- Hospitals Can’t Improve Without Better Management Systems by John Toussaint on Harvard Business Review
- Seven Agile Best Practices by Esther Derby on her blog.
- The Aim Should be the Best Life – Not Work v. Life Balance by John Hunter on the Curious Cat Management Improvement Blog (this blog, obviously)
- Don’t “Defeat” Your Customers (and Yourself) by Jim Womack on Planet Lean
It isn’t like “most popular” is some important ranking; but it does seem likely the links that many people in the community liked will be of interest to many of the readers of this blog.
Making Your Case to Senior Executives
Posted on November 24, 2015 Comments (1)
My take is a bit different than Dr. Gettala (and most others) in that I believe CEOs are so wedded to short term financial measures that if you are speaking to them you need to both appeal to this bias while also fighting to move the organization away from being led by such a bias. That task isn’t easy, the financial bounty heaped on CEOs makes it very difficult for them to think of the long term and about the normal customer experience.
In order to “make the sale” the advice is pretty simple, short term financial measures are what will work (most of the time). Clear data that shows cost savings or increased sales are what they want to see. Of course, we have all seen how easy it is to manipulate data to make a case for whatever you are arguing for. If you are making the case that other powerful people (in the room) want to be made and the CEO wants to hear those claims will be easily accepted most of the time.
If you are challenging the Highest Paid Person’s Opinion (HiPPO) (and/or their supporters) you will have great difficulty getting your data listened to no matter how compelling it is. Knowing this going into your meeting is critically important.
If you can’t find a very clear case to be made for your position, strongly supported by difficult to refute data you may well want to just go along with the desires of those with power. I tend to fight for what I think is right, no matter if my chances of success are low, but this isn’t really a wise strategy.
I do try to focus on building the organization into one that will support my belief in a customer focused organization build on a foundation of respect for people striving to continually improve results through experimentation but this is a challenge. And trying to talk to the c-suite about quality when they are not ready to adopt that model of management doesn’t do much good.
Though admittedly I am not a good salesperson, I succeed by making things work better not by spinning good stories about how things could be better. Good salespeople will have more success with the challenge of getting a skeptical crowd to accept change, but senior executives normally are not easy to sell on new ideas. My strategy is to build my reputation by achieving results using good management practices. That builds the case for using the management ideas I believe in and listening to what I say (based on past results instead of my charisma or communication skill).
My advice is to grow your circle of influence and build the capability of the organization to adopt a customer focused continual improvement management system. Once that is done, speaking to the c-suite is easy. Before that is done, speaking to them is still easy, unless you want them to change their short term financial focus.
Change Management: Create a Culture Seeking Continual Improvement or Use Band-Aids?
Posted on November 17, 2015 Comments (1)
Successfully shepherding change within an organization is often a challenge. Often change management strategies are mainly about how to cope with a toxic culture but exclude the option of fixing the toxic culture. Why not address the root causes instead of trying band-aids?
The most effective strategy is to build an organizational culture into one that promotes continual improvement. A continual improvement culture is one that is constantly changing to improve (grounded in long term principles: respect for people, experiment, iterate quickly, etc.).
You can try to push change in an ad hoc basis by adopting some strategies to create a similar feeling about the individual change effort. But that isn’t as effective as establishing them in the culture are. Strategies such as: going the gemba, pdsa, build trust via respect for people…
These tools and concepts build trust within the organization. The do that by showing people are respected and that the change effort isn’t just another in the long line of wasted effort for ineffectual change. The first part can be addressed, normally the second part can’t be addressed effectively. Often that is at the core of the issue with why the change effort isn’t working. It is a bad solutions. It hasn’t been tested on a small scale. It hasn’t been iterated numerous times to take a seed of an idea and grow it into a proven and effective change that will be successful. If it had been, many people would be clamoring for the improvement (not everyone, true, but enough people).
But still you can use strategies to cope with lack of trust in your intentions with the change and lack of trust in the effectiveness and fear of change. Some of those are included in the links below. But mainly my strategy is based on focusing on building the proper culture for long term excellence and the change management strategies are just short term coping mechanisms to help deal with the initial challenges. Using those strategies as a long term solution for dealing with change in a toxic culture isn’t a very sensible way to manage.