WOMACK'S YOKOTEN - Kaizen or kaikaku? This is the problem. When it comes to the pace of change, should we carry on with small, incremental improvements or aim at more revolutionary changes instead?
OPINION – It might seem like a subtlety, but the distinction between discussion and dialogue is actually fundamental as we try to find new ways to unleash organizational creativity.
OPINION – A new publicly owned open-source technology promises to make direct, unmediated trade relations trustworthy, opening the door to an era of democratization and cooperation in global commerce.
WOMACK'S YOKOTEN – Last month nations signed a greenhouse gas emissions deal – on paper, an insurance policy against climate change. But if action is to follow promises, the cost of the insurance premium, as perceived by voters and governments, must be lowered. Lean thinking can help.
OPINION - Managers who want to hold on to their hierarchically controlled businesses and defend them against creativity and change are not protecting their organizations, but putting them at risk.
WOMACK'S YOKOTEN - If you are going to succeed at one of your resolutions for 2016, let it be that of always starting off a lean transformation with a deep analysis of the work at a single point in your organization, and then escalating your efforts to reach all the factors influencing the work.
OPINION – Managers and investors are starting to understand that, in the long term, a company's success is built on value for the customer and not on marketing manipulations.
WOMACK’S YOKOTEN – If truly embraced, lean thinking sustains and (in the long run) even creates jobs, but if a transformation is to last these jobs must be “good,” says Jim Womack.
COLUMN – Digitalization is now on the agenda of executive teams and is encouraging organizations to review their business models. But how does IT fit into the picture? What is its role? How can lean help?
REVIEW - The Ballés' novels - The Gold Mine, The Lean Manager and Lead With Respect - have greatly contributed to the advancement of lean thinking by enthusing practitioners the world over. Now, a new Study Guide will help leaders to teach lean to their teams.
WOMACK’S YOKOTEN – On October 10, 1990 the book that introduced lean thinking to the world was published. Twenty-five years after Machine, one of the authors reflects on what the lean movement has achieved and on what is slowing it down.
OPINION – The Volkswagen emission testing scandal revealed a distorted view of management and a tragic disconnect between the company’s principles and its behaviors.
OPINION – When thinking about Barcelona, most of us think of Gaudí’s architecture, tapas and beach weather, but the Catalonian capital might also be a worthy example of lean principles applied to city management.
WOMACK’S YOKOTEN – The Volkswagen “defeat device” scandal is the latest example of a company that has chosen to focus on growth rather than the customer. What can we learn from this, and what should we do when such a shift takes place?
COLUMN - Menlo Innovations may not define itself as a "lean organization" but there is no doubt that its management style is akin to the principles lean teaches. Here, a front-line Menlonian shares her thoughts on the company's culture.
WOMACK’S YOKOTEN – The sharing economy came with a very “lean” promise – underutilized resources made available to those who need them for a reasonable fee – but not all that glitters is gold.
COLUMN – To develop a successful product or service an organization has to effectively manage the tension between the experts' specialization and the entrepreneur's flexible approach to innovation.
WOMACK’S YOKOTEN - When managed poorly and tied to the wrong performance metrics, financial rewards can seriously damage your organization, Jim Womack warns in his latest column.