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	<title>Management Meditations &#187; leadership</title>
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	<link>http://www.lmmiller.com/blog</link>
	<description>Navigating the Shores of Lean Management with Lawrence M. Miller</description>
	<lastBuildDate>Wed, 01 Feb 2012 02:08:54 +0000</lastBuildDate>
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		<title>Straight Talk: Avoid the Con of Quick and Easy Lean</title>
		<link>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 01:20:19 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Corporate ethics]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[TPS]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1160</guid>
		<description><![CDATA[Lean is a strategic initiative that will require at least three to five years for any organization of size. It is a lifestyle change, not a diet. There are too many false promises of quick and easy gains and too many consultants selling executives what they want, and not what they need.  <a href="http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>New Year&#8217;s Resolutions That will Have an Impact</title>
		<link>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/#comments</comments>
		<pubDate>Tue, 03 Jan 2012 19:44:44 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Team Development]]></category>
		<category><![CDATA[Aubrey Daniels]]></category>
		<category><![CDATA[Continuous Improvement]]></category>
		<category><![CDATA[design of experiments]]></category>
		<category><![CDATA[Four-to-One]]></category>
		<category><![CDATA[Fran Tarkenton]]></category>
		<category><![CDATA[Gemba]]></category>
		<category><![CDATA[Good to Great]]></category>
		<category><![CDATA[Industry Week]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[Ogden Lindsley]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1099</guid>
		<description><![CDATA[Beginning the new year is a good time to reflect and make commitments to change our own behavior in some way that will have a positive impact on others. Here are some suggestions.  <a href="http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>How You Change Is The Change</title>
		<link>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/</link>
		<comments>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/#comments</comments>
		<pubDate>Tue, 06 Dec 2011 20:42:03 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1087</guid>
		<description><![CDATA[Today the following article was published in Industry Week&#8217;s Continuous Improvement Newsletter. Lean Management is not a change methodology; it is a destination, a desired set of practices and culture. How you get there will determine the outcome. There are &#8230; <a href="http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Lean Culture and Continuous Improvement Require Enabling Structures</title>
		<link>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/</link>
		<comments>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/#comments</comments>
		<pubDate>Thu, 01 Sep 2011 19:14:05 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1058</guid>
		<description><![CDATA[Lean management requires a rethinking of the structure of organizations, the formation of teams, and a "whole-system" understanding of the organizational system. Even how we structure the change process may result in a failure to address the root cause of waste and quality problems.  <a href="http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Lean Leadership &#8211; The ONE Quality that Matters Most</title>
		<link>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/</link>
		<comments>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/#comments</comments>
		<pubDate>Wed, 20 Jul 2011 21:13:11 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Abraham Lincoln]]></category>
		<category><![CDATA[B. F. Skinner]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[learning organization]]></category>
		<category><![CDATA[Peter Senge]]></category>
		<category><![CDATA[Rupert Murdoch]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1031</guid>
		<description><![CDATA[Rupert Murdoch's first remark in his testimony before Parliament was that this was the most humble moment of his life. No doubt true. Hubris, rather than humility has led many companies over the cliff of disaster. The quality most required of those leading continuous improvement is the opposite of hubris, it is humility, the antecedent to learning. Lean leaders develop an attitude of science, the ability to experiment, learn from the data, and try again. Lincoln's victory over General Lee was a victory of humility over hubris. <a href="http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Company Wide Lean Implementation</title>
		<link>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/</link>
		<comments>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/#comments</comments>
		<pubDate>Sat, 02 Apr 2011 20:27:57 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=507</guid>
		<description><![CDATA[Many senior executives have struggled and failed to gain the advantage of a multi-site or dispersed organization. Instead of capitalizing on the potential value of multiple sites for learning, it seems that too often the same lessons have to be learned over and over again without any shared learning. This is a failure of senior management. In a lean organization, managing learning and improvement is THE primary function of senior managers in addition to deploying capital. <a href="http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>Sustaining Lean &#8211; The Power of Beliefs</title>
		<link>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/</link>
		<comments>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/#comments</comments>
		<pubDate>Fri, 11 Mar 2011 20:10:45 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean manufacturing]]></category>
		<category><![CDATA[lean organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=474</guid>
		<description><![CDATA[To address the sustainability of the lean process we are looking at this model that defines the different components of a culture. At the core is the system of beliefs among the members of the organization. On the outside is the external environment with changes in technology, economics and other trends to which every company must adapt. The sustainability of any system is based on both its ability to adapt to a changing environment and its ability to stay on the course of its core values. <a href="http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
		</item>
		<item>
		<title>Beyond Tahrir Square: Managing Large Scale Change</title>
		<link>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/</link>
		<comments>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/#comments</comments>
		<pubDate>Sun, 20 Feb 2011 04:09:05 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Politics]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[Egypt]]></category>
		<category><![CDATA[Middle East Revolutions]]></category>
		<category><![CDATA[Tahrir Square]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=407</guid>
		<description><![CDATA[In my previous post on this subject I suggested lessons from the Egyptian revolution to the world of corporate leadership. Now I do the reverse.

I would like to address the ruling military officers of Egypt and the other leaders who are now finding themselves in the midst of turmoil in the Middle East. They all are confronted with the problem of "managing large scale change." This is not a new thing. Many companies and countries have been through this before. So... here is an open letter to the Generals of Egypt, and to all others to whom it may apply. <a href="http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Five Leadership Lessons from Tahrir Square</title>
		<link>http://www.lmmiller.com/blog/2011/02/12/general/five-leadership-lessons-from-tahrir-square/</link>
		<comments>http://www.lmmiller.com/blog/2011/02/12/general/five-leadership-lessons-from-tahrir-square/#comments</comments>
		<pubDate>Sat, 12 Feb 2011 19:00:39 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Egypt]]></category>
		<category><![CDATA[Mubarak]]></category>
		<category><![CDATA[self-organization]]></category>
		<category><![CDATA[Tahrir Square]]></category>
		<category><![CDATA[whole-systems]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=364</guid>
		<description><![CDATA[It is impossible to watch the dramatic events in Egypt without meditating on the lessons for leaders, whether of countries or companies. I would like to share five leadership lessons that are apparent from the demonstrations in Tahrir square.   <a href="http://www.lmmiller.com/blog/2011/02/12/general/five-leadership-lessons-from-tahrir-square/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/02/12/general/five-leadership-lessons-from-tahrir-square/feed/</wfw:commentRss>
		<slash:comments>16</slash:comments>
		</item>
		<item>
		<title>Lean Culture &#8211; The Leader&#8217;s Guide</title>
		<link>http://www.lmmiller.com/blog/2010/12/16/corporate-culture/lean-culture-the-leaders-guide/</link>
		<comments>http://www.lmmiller.com/blog/2010/12/16/corporate-culture/lean-culture-the-leaders-guide/#comments</comments>
		<pubDate>Fri, 17 Dec 2010 03:53:02 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=314</guid>
		<description><![CDATA[Lean Culture - The Leader’s Guide provides a roadmap to implementing lean culture within your organization. This guide represents the knowledge gained through thirty-five years of field experience implementing large scale change in the culture of organizations. Through this guide you will learn the principles and process of changing organization culture to capitalize on the competitive advantages of lean. <a href="http://www.lmmiller.com/blog/2010/12/16/corporate-culture/lean-culture-the-leaders-guide/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2010/12/16/corporate-culture/lean-culture-the-leaders-guide/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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