by Sonja Armbruster and John W. Moran . . . “The only thing of real importance that leaders do is to create and manage culture.” “If you do not manage culture, it manages you, and you may not even be aware

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Posted in Featured article
Ron Crabtree

Note from the Managing Editor

April’s issue is focused on leadership and organizational excellence. Our first article, “Strategic Agility: The New Leadership Imperative” by Holly Green, CEO of The Human Factor, focuses on the importance of constant review of the company business plan. Next, Wallace

Posted in Blog
operational excellence programs establish an open dialog about possible actions, and the possible outcomes, based on an understanding of the organization as a system

Operational Excellence from a Systems View

by Wallace Stump . . “In systems thinking, increases in understanding are believed to be obtainable by expanding the systems to be understood, not by reducing them to their elements. Understanding proceeds from the whole to its parts, not from

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Posted in Blog, Operational Excellence
Today’s market leaders are fast, agile and able to change course with a minimum of disruption. Make the development of strategic agility a priority for your organization, and let your competitors struggle to catch up with you

Strategic Agility: The New Leadership Imperative

by Holly G. Green CEO, The Human Factor . . In today’s hyper-fast markets, strategic agility – the ability to move fast with focus and flexibility – is an essential leadership skill that enables your organization to stay on track

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Posted in Blog, Leading edge
Don’t play favorites, just work on getting the best qualified people focused on what they do best, and get out of the way.

Keeping the Main Thing the Main Thing

by Walter W. McIntyre . . One of the challenges that we have as leaders is to keep our eye on the ball. Since we are responsible for driving our organizations on a daily basis with the least amount of resources

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Posted in Blog, Innovative Leadership
Organizations that gain from randomness will dominate, and organizations that are hurt by it will go away.

Make Your Organization Anti-Fragile

Many large, successful organizations are more fragile than they seem. They break under stress. Remember the travails of Kodak, Digital Equipment Corp., and Washington Mutual? In their heyday, they were dominant players in their sectors. All disappeared. Why do relatively

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Posted in Blog, Operational Excellence