What is Your People Philosophy?

In an organization that is working to align its people with the overall strategy, senior management must articulate and understand their own specific attitudes and philosophy about their people and how they want to develop them. These attitudes and philosophy must consciously support the organizations strategic drivers. I’ve written before about the importance of creating

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What is Your Company’s Approach to Satisfying Customers?

Customers are both the reason for being in business and the biggest part of the external environment that your organization lives in, so customers are rightfully a huge part of your organizational strategy. To succeed then, you must understand your customer focus and its relationship to managing your company for peak performance. In other words,

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Growing Your Team for Alignment

OK. Last month was a diversion that I couldn’t resist. A discussion with other Lean professionals led to talk of just how simple and straightforward Lean principles are and how we really “learned to see.” Getting silly for a moment only reinforced our beliefs that Lean is the natural way to operate, to execute an

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My Mother Taught Me Lean

Everything I know about Lean I learned while growing up in a small western New York town because my mother knew it thoroughly, practiced it daily, and made every effort to pass the lessons and benefits along to her oldest child. Nor were her efforts wasted. I grew up to become a Lean thinker, a

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Developing Your People to Support Your Strategy

Your people will always be the key to your success, and you want the best people you can find or train to help you reach your strategic goals. Where do you find them? By paying attention to developing your people, I think you will find them right where you need them! Most will need some

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Creating the Culture to Match Your Strategy

We have discussed the five Strategic Drivers of your company’s success: Focus, Growth, Customer Needs, Pace, and Creativity. Your job is to decide where you wish to be on each of these five continuums, then determine how to get everyone on board with your goals. How you structure your organization’s culture will show your employees

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Change of Pace

OK, that’s just the catchy title. I received some comments on my February article that I gave Pace very short shrift. Pace is one of the five Strategic Drivers that we identified and it is, indeed, as important as any of the other four. Pace is the actual, daily, expected working pace of the organization.

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Strategic Creativity

Well, these are two words you do not often see side by side! What on earth does Creativity have to do with corporate or organizational Strategy? Creativity is the fifth of our five Strategic Drivers of organizations, and it refers to one of the biggest impact areas of an organization’s place in the world. What

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What Are Your Customers’ Needs?

I always like to check my assumptions, so let me ask you: do we need our customers? If I didn’t check first, I might assume that none of us is in business without them! But of course we all have customers. After all, if no one purchased our products or services, we would have to

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What is Your Focus?

Last month I told you that research shows that only a handful of components make up the strategic drivers of most corporations. I used Growth as an example of a strategic driver and showed the impact when everyone in an organization understands the goal the same way and commits to achieving it. This month, I

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