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	<title>Management Meditations</title>
	<link>http://www.lmmiller.com/blog</link>
	<description>The Search for Cultures of Quality and Commitment</description>
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		<title>Goldman Sachs and the Need for Hangings in the Village Square</title>
		<description><![CDATA[The child like and pseudo religious belief that the free market will, by itself, right all wrongs in time, a belief adhered to by Alan Greenspan and other groupies of Ayn Rand, is at the heart of our financial crisis and the crisis of capitalism. This Greek tragedy was played out at Enron, Lehman Brothers, and now Goldman Sachs and BP. The question is whether corporate executives are capable of adhering to principled behavior in the absence of punishment of significant severity to balance out the significance of potential rewards for unprincipled behavior. ]]></description>
		<link>http://www.lmmiller.com/blog/2010/06/13/corporate-culture/goldman-sachs-and-the-need-for-hangings-in-the-village-square/</link>
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		<title>Lean Politics: Give Up Ideological Waste</title>
		<description><![CDATA[The environmental disaster in the Gulf of Mexico is in part the result of political/ideological waste. Lean management focuses on the elimination of waste from manufacturing and other processes. Lean managers develop a keen sense for what adds value and everything else is waste. There is some mass schizophrenia when it comes to the role of government and the private sector. This madness is a complete waste of resources and is itself responsible for many of our problems. It is past time to get beyond this madness.]]></description>
		<link>http://www.lmmiller.com/blog/2010/06/06/the-new-capitalism/lean-politics-give-up-ideological-waste/</link>
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		<title>Obama&#8217;s Gulf Leadership Lesson: The Limits of Power and the Power of Empathy</title>
		<description><![CDATA[There are times when intelligence, analytic ability, is far less important than urgency and empathy. It is the difference between leadership in combat and leadership in a court room or academic setting. ]]></description>
		<link>http://www.lmmiller.com/blog/2010/06/01/corporate-culture/obamas-gulf-leadership-lesson-the-limits-of-power-and-the-power-of-empathy/</link>
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		<title>Decision Making Chaos on the Deepwater Horizon</title>
		<description><![CDATA[It appears clear now that the Deepwater Horizon, the Transocean drilling rig under contract with BP, suffered from poorly designed decision processes.]]></description>
		<link>http://www.lmmiller.com/blog/2010/05/31/general/decision-making-chaos-on-the-deepwater-horizon/</link>
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		<title>Management Waste &#8211; Get Lean and Eliminate It!</title>
		<description><![CDATA[One of the core ideas of Lean Management is the elimination of waste. This usually means eliminating unnecessary tasks, motions, inventory, rework, etc. However, the new challenge for lean management is to improve the efficiency of management itself. Much management activity is waste. This waste is just as destructive, or more so, than waste on [...]]]></description>
		<link>http://www.lmmiller.com/blog/2010/03/24/general/management-waste/</link>
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		<title>Toyota: Did they believe too much in their own reputation?</title>
		<description><![CDATA[The Washington Post today reports Toyota's own explanation of their failure. By their own account, they put growth ahead of quality. They did not have the sense of urgency to respond to customer feedback. Again, nothing in this condemns shop floor practices, the essence of the Toyota Production System, or "lean", rather it condemns the priority and actions of senior managers. ]]></description>
		<link>http://www.lmmiller.com/blog/2010/02/13/corporate-culture/toyota-did-they-believe-too-much-in-their-own-reputation/</link>
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		<title>So What Happened to Toyota???</title>
		<description><![CDATA[Last week I was at a client and I was explaining some point of lean culture and I used an example from Toyota. The union president who was in attendance stood up and said "I'll tell you one thing, you better not tell us to do anything because Toyota did it. Ten people in the past week have come up to me and told me that we aren't doing anything because Toyota does it." That about sums up the sentiment out there.  ]]></description>
		<link>http://www.lmmiller.com/blog/2010/02/11/general/so-what-happened-to-toyota/</link>
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		<title>Ordering Lean Team Management</title>
		<description><![CDATA[Amazon and other online retailers do have Lean Team Management available. However&#8230; I&#8217;ll make you a deal! The list price of the manual is $38. Order copies of ten or more through me! If you purchase ten or more copies I will fulfill that order for $28 each. If you order 25 or more copies [...]]]></description>
		<link>http://www.lmmiller.com/blog/2009/03/11/team-development-and-action-learning/ordering-lean-team-management/</link>
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		<title>Lean Team Management</title>
		<description><![CDATA[Before we sold Miller-Howard Consulting Group to Towers Perrin in 1998, the core of our work was implementing team-based organization. We had two workbooks that defined our process and enabled our clients. These were the Team Management manual and Change Management or Whole System Architecture manual. Because teams are the core social system, the foundation, [...]]]></description>
		<link>http://www.lmmiller.com/blog/2009/01/22/general/lean-team-management/</link>
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		<title>Sustainable Wealth</title>
		<description><![CDATA[Among other things, and the BIG thing I am working on now is a re-write of the New Capitalism book. So, why am I re-writing? That book had already been through several revisions and it took me a while to realize that the one important idea in that book, the idea that could make a [...]]]></description>
		<link>http://www.lmmiller.com/blog/2008/11/01/general/what-im-working-on-now/</link>
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