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Index
Table of Contents Introduction Executive Summary Practically Speaking Chapter 1: Most Fail Why Lean Fails Is Leadership Responsible for Success? Defining a Successful Lean Transformation Reasons for Lean Failures Taking a Tools Approach Lack of Consistency in Purpose without Strategy Deployment Missing the Cultural Transformation Plan Not Changing the Metrics and Expectations Managing Rather than Leading Leadership Not Understanding the Commitment Not Creating a New Support Structure Confusion Between Implementing Lean and Maintaining Existing Expectations Not Creating Stakeholder Consequences Distrust Cookie Cutter Approach Leads to Unsuccessful Transformations Summary Chapter 2: Properly Deploying Your Strategy Steps to Cultural Transformation Strategy Deployment: What It’s Not Strategy Deployment: What It Is An Overview of Strategy Deployment Typical Reasons for Failure to Deploy a Strategy Why Use the Strategy Deployment Matrix? Realistic versus Ideal Implementation Additional Reasons Strategy Deployment Fails Summary Chapter 3: Implementing the Strategy Deployment Matrix Roles and Responsibilities Strategy Deployment Matrix: a How-to Guide Drafting the Top Portion of the Strategy Deployment Matrix The Objectives Row The Metrics Row The Indicators/Processes Row Involving the Departmental Managers Department Managers’ Involving Their Teams Advantages of the Strategy Deployment Matrix Over Other Methodologies Possible Links with the Strategy Deployment Matrix Criticality of Follow-up on Culture Change Summary Chapter 4: Cultural Considerations Society’s Culture Organizational Culture An Example of Cultural Disconnect Rewriting Job Descriptions Properly Communicating Private Offices Restrict Open Communication A Word on Coaching Summary Chapter 5: Your Cultural Transformation Plan Quantifying Resistance to Change Defining Mentality How Cultural Change Succeeds How Cultural Change Can Fail How to Create Awareness Feedback Analysis Hands-On Workshops Book Reviews Awareness of Psychological Make-up Summary Chapter 6: Analyzing Your Current Culture and Defining Your Desired Culture Concepts Defining an Organization’s Culture How to Analyze Current Culture Subcultures within a Culture Identifying Habits that Hold You Back Determining the Desired Mindset Defining the Desired New Culture Objectives Written into the Cultural Transformation Plan Summary Chapter 7: Analysis for the Cultural Transformation Plan Personal Awareness Created through Self-Assessments Key Areas for Creating Awareness CEO Characteristics versus Organizational Culture Utilizing Behavior and Personal-Effectiveness Assessments Big Five Personality Inventory (Goldberg): The Link Between Personality and Behavior DISC Assessment: Behavior in Environments and Situations The ROPELOC: Review of Personal Effectiveness Myers-Briggs Type Indicator: Assessing a Team for a Balance of Traits and Behaviors Other Assessment Tools for Consideration Possible Actions/Solutions for Personality Traits Possible Actions/Solutions for Decision-Making Traits Evaluating Open versus Closed Mindset Committing to a Plan (Awareness/Analysis and Planned Actions) Summary Chapter 8: Intuitive versus Analytical Thinking Defining Intuitive and Analytical Thinking Why Is Intuitive versus Analytical Thinking Important? When Is Expert Intuitive Thinking a Risk? Deciding When Analytical thinking Is Necessary Cultural Change Affected by the Style of Decision-Making Finding the Balance for Your New Culture Presentation of Information Affects Decision-making Transforming Ideas Into Your Cultural Transformation Plan Summary Chapter 9: Leading Without Power Leadership Is All About the Words Culture Is Defined by Words Can You Change Your Vocabulary? Words Not to Use Recommendations for Changing the Words You Use Shut-Up and Listen Improving Your Listening Nonverbal Signals May Transmit More Coaching and Mentoring Mistakes Resulting in Poor Coaching Steps to Becoming a Better Coach Adding to the Cultural Transformation Plan Summary Chapter 10: Creating a Learning Environment Do Learning Organizations Exist? What Can be Learned by Studying the Theory of a Learning Organization? Steps to Foster a Leaning Environment Recognize and Reward Learning Recognize and Discard Biases Deploy Long- and Short-Term Objectives Encourage open Dialogue and Discussion Put Feedback Analysis into Place Today’s Workplace Learning Accepting That Criticism Is Part of Learning Obstacles to Learning Summary Chapter 11: Follow-up and Sustainment Levels of Follow-Up Leader’s Key Responsibility How to Define Actions at Any Level Leading Various Personalities Steps to Consider for Follow-Up Follow-Up is the Leader’s Responsibility Visualizing Real-time Status of Strategy Deployment and Cultural Transformation Plan Matrices Summary Chapter 12: Conclusions Summarizing the Mechanics of Change The Gist of Dealing with Soft Issues Appendix A: Glossary Appendix B: Strategy Deployment Example in an A3 Format Appendix C: Team Leader Responsibilities Appendix D: OSKKK Methodology Appendix E: Simple Ropeloc Display of Data Appendix F: Training Within Industry Report: 1940-1945 Endnotes Author Biography
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