“Operational Excellence is when the efforts throughout the organization are in a state of alignment for achieving its strategies and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – to pursue ‘Operational Excellence by Design‘ and not by coincidence.”
-Joseph F Paris Jr; Chairman, XONITEK® Group of Companies
The “Stone Age” didn’t end because they ran out of stones
By Joseph Paris; Chairman, XONITEK Group of Companies
Charles Darwin in his book, “The Origin of Species” (read full PDF book here) proposed that evolution occurs with the introduction of challenging or adverse circumstances on a population of a species such that only those who are able to adapt (either by natural selection or by action) thrive (or even survive).
For instance, the Shark evolved to be Nature’s eating machine. It must constantly swim, never “sleeping” as we know it, so that water is always flowing over its gills. If it ever stopped swimming, it would suffocate. Without a state of rest, it needs to feed constantly. To ensure it is always able to eat, it continually generates rows upon rows of teeth so that as one is lost, another appears in its place.
Take any number of animals and plants that have adapted to live in the desert; animals such as the Great Basin Spadefoot, which remains dormant deep in the ground until the rains fill the dried ponds so that it might feed and reproduce – or the Brine Shrimp whose eggs remain dormant until revived when the proper environmental conditions exist so that they can hatch and complete their life-cycle.
3 Mistakes Change Leaders Make; Plus Essential Strategies to Avoid Them
By Vivian Hairston Blade
I bet there’s not one person reading this article who is not experiencing some kind of change, whether in your work or personal life. Regardless of the type of change, you’re often in the position of leading others through the change. Your role involves helping others to buy-in, take action, and form habits so that the change becomes the new way of doing things.
2 out of every 3 change initiatives fail. Why? Three common mistakes plague leaders early in the process, causing a greater likelihood of failure. Acknowledging and addressing these pitfalls will dramatically improve your odds of success.
Mistake 1: Leaders fail to prepare themselves for change
Mistake 2: Leaders fail to clearly communicate and address employee needs
Mistake 3: Leaders fail to plan for and achieve early momentum
As a leader, you’re often thrown right into action mode, and usually don’t think about the need to prepare yourself for the impending change. Yet, this is one of the most important things you can do. How you prepare yourself for the change you’re leading will significantly impact the outcome.
Case in Point: Avoiding Martial-arts Moves by “pulling the Andon cord”
By Elliot Weiss & Rebecca Goldberg
How can executives (or any of us, for that matter) use what we know about process improvement to engage and motivate the people in our lives? Which touch points for intervention are most effective? How can we measure success?
Rachel’s approach to identifying defects in the way her family operates and harnessing the problem-solving power of its collective members is one in a series of Living Lean vignettes describing the holistic, real-world application of continuous process improvement principles.
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