 |
The ultimate goal is to become a learning organization where both change improvement is continuous. Be the best at being better.
|
063 |
 |
When measuring outcomes, improvement over time is more important than the absolute value; everyone has a different starting point and context.
|
106 |
 |
Middle managers are critical enablers as servant leaders, coaching their teams in continuous improvement alignment to outcomes and being coached.
|
091 |
 |
Leaders at all levels should become coaches for their teams on continuous improvement and be coached themselves.
|
110 |
 |
In traditional organizations, flow efficiency is typically 10% or less; work really does wait for 90% of the time. This is where significant improvements can be made.
|
111 |
 |
The focus should be on improving the outcomes… If it helps, great. If not, continue to experiment and optimize.
|
119 |
 |
You are never done improving. You don’t reach the top level and then stop.
|
297 |
 |
Meeting ‘how agile are you’ target metrics does not necessarily correlate to improved outcomes. Usually it produces new labels with the same old behaviors.
|
297 |
 |
People can only prioritize so many things; improving ways of working needs to be articulated as a priority.
|
333 |
 |
Time-use does improve with practice. But only constant efforts at managing time can prevent drifting.
|
1058 |
