When working on business transformations, I often start by showing the team a hybrid image of Marilyn Monroe and Albert Einstein, which was created by Dr. Aude Oliva at the Massachusetts Institute of Technology. It is the same image but can be perceived in two different ways depending on the distance from it.
- Professor, The Heller School for Social Policy and Management, Brandeis University
- Previously Senior Research Scientist, MIT Sloan School of Management, and Executive Director, MIT Engineering Systems Learning Center
"In reality, this is a culture change on a massive scale. It is a shift to a culture that can see the value in recognizing ‘disconnects’ with customers. It is a shift to a culture where frontline workers have the skills and motivation to conduct root-cause analysis.It is a shift to a culture in which learning is seen as central to business success, not just an add-on activity.
Manufacturing, the birthplace of Lean, has contributed a great deal to the ideas of flow, just-in-time processes, respect for people and shaping a management system that now dominates much of the manufacturing world.
While working with management on quality issues, I’ve come to see current methods as generally quite stale, slow and organisationally entrenched. Old methods are becoming increasingly ineffective.
Topics: Customer Value Principles
A few years back, when we were working with a UK police force and their ICT Operations Manager, Rupert Coles, on a transformation project, we put some of the IT team in police cruisers with officers for ride-a-longs.
How does adaptability work? How does it make a business more profitable? I'm asked these and related questions almost daily.
Right across the board, today’s customers are demanding greater and greater choice. To stay successful in a rapidly changing climate, organisations must not only confront and deal with this demand for choice, they must design a corporate culture which actively embraces it.