leadership Archives

Sustaining Lean – The Power of Beliefs

Posted by Lawrence M. Miller | Mar 11, 2011 | Corporate Culture, Leadership, Lean Culture, Lean Management, Lean Manufacturing, Organization Design and Process Improvement | 10

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.

Beyond Tahrir Square: Managing Large Scale Change

Posted by Lawrence M. Miller | Feb 19, 2011 | Corporate Culture, Leadership, Lean Culture, Lean Management, Managing Change, Organization Design and Process Improvement | 0

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.

The Principle of Compromise

Posted by Lawrence M. Miller | Sep 26, 2010 | Corporate Culture | 7

There is one principle of our democratic republic that has been betrayed. It is the principle of compromise. When compromise becomes a forbidden word, a sign of disloyalty to a party or particular interest group, achieving the consensus necessary to govern becomes impossible. Those who reject compromise and reason in favor of rigid adherence to party dogmatism are the American equivalent of radical Islam.

Obama’s Gulf Leadership Lesson: The Limits of Power and the Power of Empathy

Posted by Lawrence M. Miller | Jun 1, 2010 | Corporate Culture, Leadership | 7

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.

So What Happened to Toyota???

Posted by Lawrence M. Miller | Feb 11, 2010 | Corporate Culture, Lean Culture, Lean Manufacturing, Managing Change | 3

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.

Tag: leadership

Sustaining Lean – The Power of Beliefs

Beyond Tahrir Square: Managing Large Scale Change

The Principle of Compromise

Obama’s Gulf Leadership Lesson: The Limits of Power and the Power of Empathy

So What Happened to Toyota???

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