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The central point is that practice development is inherently a team activity. No one person is likely to have all the skills (let alone the time) to perform all of the steps necessary to develop the practice.
David H. Maister • Managing The Professional Service Firm
My twist on Toyoda’s method is to use the five whys not only to explain mistakes, but to determine whether a task is worth doing in the first place. Whenever somebody in my team suggests we embark on a new project, I ask ‘why’ five times. The first time, the answer usually relates to completing a short-term objective. But if it is really worth
... See moreAli Abdaal • Feel-Good Productivity: How to Do More of What Matters to You
relative priority that a given client places on these elements can vary dramatically.
David H. Maister • Managing The Professional Service Firm
Organizational Development
Nola Simon • 3 cards
Simple calculations such as these show that, with eight seniors, the firm would need sixteen managers and forty juniors. The proportions remain constant: one senior to every two managers, to every five juniors. Unless there is a change in either the project team structure (i.e., the types of projects the firm undertakes), or the target utilization
David H. Maister • Managing The Professional Service Firm
Rather than inspirational leadership styles, efficiency based practices would need managers who are disciplined,…
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David H. Maister • Managing The Professional Service Firm
If it grows at a lower rate than this, then either it will remove much of the incentive in the firm, or it will end up with an “unbalanced factory” (too many seniors and not enough juniors) with a consequent deleterious effect upon the firm’s economics.
David H. Maister • Managing The Professional Service Firm
We learned that understanding our work is the key to controlling it.
Tonianne DeMaria Barry • Personal Kanban: Mapping Work | Navigating Life
Toyota couldn’t afford those luxuries. In fact, during the postwar years, they couldn’t afford much of anything. They had to find ways to turn Toyota into a lean, mean, automaking machine with little margin for error.‡ Kiichirō, Eiji, and Ohno made three important decisions—three concepts that have become staples of successful manufacturing for
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