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actual practice at Toyota, its best suppliers, and those organizations that have been high-fidelity learners—also employs all three mechanisms. There’s process simplification by way of linearization. This is not just for assembly line operations but, in the extreme, all processes, such as onboarding of new employees, ramp-up production in new produ
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due
... See moreJoanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Organizational Design
Patricia A Sanders • 6 cards
CFRs (Conversation, Feedback, Recognition),
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
As John Gall wrote in [Gall03], “A complex system that works is invariably found to have evolved from a simple system that works.”
Nat Pryce • Growing Object-Oriented Software, Guided by Tests (Addison-Wesley Signature Series (Beck))
The idea that coordination, by itself, can be a source of advantage is a very deep principle. It is often underappreciated because people tend to think of coordination in terms of continuing mutual adjustments among agents. Strategic coordination, or coherence, is not ad hoc mutual adjustment. It is coherence imposed on a system by policy and desig
... See moreRichard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
John Willis • 2 highlights
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