Book Titles

Even if you find one or more executives with the necessary knowledge, they may well need outside help to move your organization ahead rapidly.

For the true sensei, the change agent’s level of commitment is the single most important issue.

The change agent and all of the senior managers in your firm must master [lean] themselves to a point where lean thinking becomes second nature.

…even large firms are more fragile and more prone to crisis than they had imagined.

…if a change agent truly wants to create a crisis, there are many ways to orchestrate one.

…it’s all too easy to start blaming your industry rather than yourself.

Your customers are only interested in their product and they generally define value in terms of the whole product (often a good plus a service).

…you need to start as quickly as you can with a specific activity… start with an activity that is performing very poorly but which is very important to the firm..

…don’t waste your time on benchmarking if there is any way to get your firm moving without it.

…temporary failure in pursuit of the right goal is acceptable but no amount of improvement in performance is ever enough.