Tag Archives: Management

RSS feed for Management Improvement Blog Posts

You may have noticed that recently I am not publishing new blog posts as often as I have previously. This less frequent publishing schedule is likely to continue. I have added a service to allow you to read Curious Cat Management Improvement blog posts more frequently – even though I will not be publishing new posts as often.

I have created a RSS feed for select blog posts from the start of the Curious Cat Management Improvement blog in 2004 (as well as other posts I have made on management improvement on other blogs). Subscribe to the John Hunter management improvement RSS feed. Doing so will add a post each day to your RSS feed reader from my past blog posts. Of course, the normal RSS feed for this blog will continue to provide access to the new blog posts that I publish.

cover image for Statistics for Experimenters

Some of the recent posts in the RSS feed include:

I hope you find this feed of my posts on management improvement over the last 12 years to a useful resource.

As I have mentioned before, using a RSS feed reader is the best way to manage your use of blogs.

I also have a RSS feed on my posts on all topics (management improvement and also investing, travel, software development, engineering…) for those of you who are interested.

Related: Popular Management Improvement Blogs Directory by Curious CatNew JohnHunter.com Websiteblogs by John Hunter

20 Most Popular Posts on the Curious Cat Management Blog in 2016

These posts were the most popular posts on the Curious Cat Management Improvement Blog in 2016 (as measured by page views, as recorded by my analytics application).

photo of John Hunter

John Hunter, Frijoles Canyon, Bandelier National Monument, New Mexico, USA.

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Podcast: Building Organizational Capability

The Software Process and Measurement Cast 420 features an interview with me, by Thomas Cagley, on Building Organizational Capability (download podcast).

John Hunter in the podcast:

Changing how organizations are managed makes a huge difference in people’s lives, not all the time and I understand most of the time it doesn’t. But when this is done well people can go from dreading going to work to enjoying going to work, not every single day – but most days, and it can change our lives so that most of the time we are doing things that we find valuable and we enjoy instead of just going to work to get a paycheck so we can enjoy the hours that we have away from work.

photo of John Hunter

John Hunter, Zion National Park, Utah, USA

Here are some links where I go into more detail on some of the topics I discuss in the podcast:

Thomas Cagley: If you have the power to change any 2 things that affect decision making what would they be and why?

John Hunter:

First that results are evaluated. Make decisions then evaluate what actually happens based upon what you do. Learn from that, improve how you make future decisions and keep iterating.

That idea of evaluating what actually happens is extremely powerful and will reinforce going in the right direction because if you evaluate most decisions many organizations make nothing got any better. And after doing that many times you can learn this isn’t working, we need to do something better.

And the second would be more prioritization. Make fewer decisions but take more time to make those decisions, implement those decisions, evaluate those decisions, learn from those results and iterate again.

I hope you enjoy the podcast.

Related: Software Process and Measurement Podcast With John Hunter on my book Management MattersDeming and Software Development

Bell Labs Designing a New Phone System Using Idealized Design

I remember hearing this same story when Russ Ackoff spoke at the Hunter Conference on Quality (which was named in honor of my father) in Madison, Wisconsin.

If you haven’t heard this story you are in for a treat. And if you haven’t heard Russell Ackoff before you get to enjoy a great storyteller.

"Tape" of Ackoff’s Bell Lab Lecture at the US Navy.

If you would limit yourself to paying attention to 5 thinkers to advance your understanding of managing organizations Ackoff should be one of them. Of course, many managers don’t even try to learn from 5 leading management thinkers to do their jobs better over their career. So for many people just learning from Ackoff, Deming, Scholtes etc. they would be far ahead of the path they are now for their career. Of course you are not limited to learning from 5 people so you can learn from more if you want to be a better manager and leader.

I probably remember a great deal from maybe 5 talks from the more than 5 years I attended the Hunter Conference (and they were the best conferences I have attended – this might explain why the last conference I attended was maybe 7 years ago). This was one of them. And I realized that Ackoff was someone I could learn a great deal from and it caused me to learn a great deal from Russ Ackoff over the next decade.

Watch the video for much more but the basic idea of idealized design is to create a new design for a product, service or the organization based on existing feasibility but without the constraints of the existing setup. Then you can use that ideal to figure out a plan to move from the existing state to that idealized design. Russell Ackoff co-authored a good book on the topic: Idealized Design.

Related: Ackoff, Idealized Design and Bell Labs (2006)Corporations Are Not Led By Those Seeking to Maximize Shareholder Value, Russ AckoffTransformation and Redesign at the White House Communications AgencyRussell L. Ackoff: 1919 -2009Dr. Russell Ackoff Webcast on Systems ThinkingDesigning a New Organization (2005)

Giving Executives 40% of Revenue is Insane

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.

chart showing how much Twitter gave to executives as percent of total revenue

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.)

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20 Most Popular Posts on the Curious Cat Management Blog in 2015

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).

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Transforming a Management System – A Case Study From the Madison Wisconsin Police Department

This post in an excerpt from The Quality Leadership Workbook for Police by Chief David Couper and Captain Sabine Lobitz (buy via Amazon).

cover image of the New Quality Leadership Workbook for Police

The New Quality Leadership Workbook for Police

Transformational Steps
A Case Study Madison, Wisconsin (1981-1993)

Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. This step must be passionately led by the top leader.

  • Begin discussion with top management team and train them.
  • Discuss and ask employees; get feedback from them.
  • Share feedback with the chief and his management team.
  • Get buy-in from top department managers.
  • Survey external customers—citizens; those who live and work in the community.
  • Create an employee’s advisory council; ask, listen, inform, and keep them up to date on what’s going on.
  • The chief keeps on message; tells, sells, and persuades, newsletters, meetings and all available media.

Step 2: Prepare for the transformation. Before police services to the community can be improved, it is essential to prepare the inside first — to cast a bold vision and to have leaders that would “walk the talk.”

  • Appoint a top-level, full-time coordinator to train, coach, and assist in the transformation.
  • Form another employee council to work through problems and barriers encountered during implementation of the transformation and Quality Leadership.
  • Require anyone who seeks to be a leader to have the knowledge and ability to practice Quality Leadership.

Step 3: Teach Quality Leadership. This begins at the top with the chief and the chief’s management team.

  • Train all organizational leaders in Quality Leadership.
  • Train all employees as to what Quality Leadership is, why the transformation is necessary, and what it means for them.

Step 4: Start practicing Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else.

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Toyota Posts Record Profit: Splits $15 million in Pay and Bonus for top 21 Executives

After posting record profits of $17.9 billion Toyota proposes to increase the pay and bonus for the top 21 executives to $14.9 million. That is not as you might expect just the increase in the bonus to the CEO. That is the entire pay and bonus for the top 21 executives. That places all 21 together below the top 50 CEO paydays in the USA.

Toyota’s net income for the year surged 89.5%. While the profits are partially due to good management at Toyota the decline in value of the yen also greatly aided results.

Management Pockets A 19% Raise As Toyota Racks Up Records Profits

Toyota proposed 1.52 billion yen ($14.9 million) in combined compensation and bonuses to 21 directors, including President Akio Toyoda, in a notice to shareholders Tuesday. The Toyota City, Japan-based company paid 1.28 billion yen the previous fiscal year.

By comparison, total pay for union workers increased 8.2 percent [this was linked to an article as a source but the link was broken, so I removed it] on average from last fiscal year. The carmaker granted the union’s request for workers’ average bonus to rise to 2.44 million yen, the equivalent of 6.8 months of salary.

The company forecasts a 2% slip in net profit to $17.5 billion for 2015.

Toyota continues to generate cash flow extremely well and has over $20 billion in cash at the end of their 2014 FY. They are also increasing the dividend to stockholders and buying back more stock.

Less than a handful of USA CEOs that is took more from their companies treasuries than all 21 off the Toyota leaders take together led their company to greater earnings than Toyota (only a few companies earned more: Apple, Google, Exxon…). The thievery practiced by senior executives in the USA is immoral and incredibly disrespectful to the other workers at the company and the stockholders.

ExxonMobil did earn more and their CEO took $28.1 million. I think Chevron and Wells Fargo may have earned more than Toyota with a CEOs taking $20.2 and $19.3 million respectively.

Alan Mulally, Ford CEO, took $23.2 million while the company earned $7 billion. If you can ignore his massive and disrespectful taking what he doesn’t deserve he has been an acceptable CEO in other ways.

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Managers Are Not Non-Leaders: Managers Need to Practice Things We Classify as Leadership Traits

Saying “Managers care about efficiency and leaders care about effectiveness” is like saying “Doctors care about theory and nurses care about patients.”

Managers that don’t care about effectiveness are lousy managers.
Leaders that don’t care about the gemba are lousy leaders.
Doctors that don’t care about patients are lousy doctors.
Nurses that don’t care about theory are lousy nurses.

Your role in the organization (and for the particular situation in question) and training and the situation will impact how you contribute. But the attitude that leaders are visionaries that think big thoughts, make decisions then tell everyone what to do (act as the brain for the organization) is outdated. Every list of what traits are for leaders that then contrasts them with managers that I have seen shows leadership traits managers need.

Seeking to separate leadership and management is a bad idea. If you want to have a few leadership traits that you want to focus on at various points (creating engagement, communicating a vision, building consensus, setting organizational direction) that is fine. But those things are traits managers need; they are not traits reserved for some separate leadership cadre.

And disconnected leaders that don’t understand the organization, the organizations customers etc. are not going to lead well (normally the contrast lists have the managers doing all the hands on stuff, at the gemba, with customers etc.). Nurses may not have as complete an understanding of the theories behind medical treatment decisions but they need to know a great deal of theory to do their jobs well. Everyone contributes and has different roles to play but I don’t see value in the contrast of leaders and managers mentality.

From what I have seen mainly the manager v. leader comparisons seem to be about belittling managers and elevating leaders; but leaders are this vague concept that isn’t well defined. Who are these leaders? Are they only senior executives? They can’t be managers because you are contrasting them with managers – by the contrasting model used they can’t be leaders and managers.

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Selling Quality Improvement

In this month’s ASQ influential quality voices post, Paul Borawski asks How Do You “Sell” Quality?

I am amazed how difficult it is to sell quality improvement. I look at organizations I interact with and easily see systemic failures due to faults that can be corrected by adopting management improvement strategies that are decades old. Yet executives resist improving. The desire to retain the comforting embrace of existing practices is amazingly strong.

What sells to executives are usually ideas that require little change in thinking or practice but promise to eliminate current problems. What Dr. Deming called “instant pudding” solutions sell well. They are what executives have historically bought, and they don’t work. I can’t actually understand how people continue to be sold such magic solutions but they do.

If you want to enable effective management improvement, as I do, you need to both have buyers for what you offer and offer something that works. Honestly I am not much of a salesperson. Based on what I see executives buy the sale should be packaged in a way that minimize any effort on the executive’s part. However, that doesn’t interest me because it nearly always leads to failed improvement efforts. For years (decades?) Dilbert has provided a humorous view on the continuing tragedy of these efforts.

Another sales option is look for desperate executives that have already tried taking the easy way out 5 or 6 or 7 times and are still in desperate for improvement. Once they can’t see any options offering simple solutions they may be willing to work at a solution.

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