ByMatthew Arnold
This remains one of my favourite stories about how systems work together. We all know about the “5 Whys“. But how do you know how many times to ask “Why?” if you don’t fully appreciate the system in which you are working? (Clue: it’s not always 5 times…) The Lincoln Memorial story explains it beautifully. Initially, the authorities had a problem…
ByMatthew Arnold
Peter R. Scholtes was a genius – he certainly knew his stuff, but just as importantly, he was clever enough to make it easy for everyone else to understand. One of his books, The Leader’s Handbook, would have the title: “The Complete and Practical Lean and Systems Thinking Workshop Manual (for Dummies)” if it were published today!…
ByMatthew Arnold
I stumbled across this wonderfully vivid explanation of the key elements to a successful change management initiative. Changing an organization from doing business one way to doing business another way is like a theater company changing from one play to another. Of course it’s never easy (even though we’d like it be) but it helps…
ByMatthew Arnold
If you always think as you’ve always thought, you’ll always do what you’ve always done. If you always do what you’ve always done, you’ll always get what you’ve always got. If you always get what you’ve always got, you’ll always think as you’ve always thought.
ByMatthew Arnold
For years (centuries?) there have been boundary issues, discussions and disputes between parishes, districts, boroughs and counties. Where are the lines to be drawn, and who takes responsibility? Each political area then has its own structure of management – and in most cases consists of: unpaid political leaders and members to give the strategic direction…
ByMatthew Arnold
Do you ever think that some of the management books and technical jargon are far more complicated than they really need to be? A recent podcast by the Freakonomics team reminded me of some simple service “production line” stuff that seems to get forgotten. Over the years, I have worked in many claims processing systems,…
ByMatthew Arnold
Or perhaps another questions for anyone that owns an iPod, iPad or iPhone: when was the last time you pressed “Buy” in the app store and it didn’t work? For me, this is at the heart of Systems Thinking.What does the customer want? –then design a process that delivers it right-first-time as quickly and as…
ByMatthew Arnold
I was reminded of this great quote from the master of the Toyota Production System today: Costs do not exist to be calculated. Costs exist to be reduced. – Taiichi Ohno As a Chartered Accountant, I am well trained to understand cost – especially with respect to Activity…
ByMatthew Arnold
“Do we need to understand Psychology in the business environment?” – yes. But we probably don’t all need degrees in it. What I think is essential for leadership, whether in operations or change management, is basic emotional intelligence – some understanding and empathy with those you work with. From my experience, these aspects can very…
ByMatthew Arnold
Of course the answer is yes. As long as you can get into a position to see the organisation as a system, including the context in which it operates. One of the fundamental concepts of Lean and Systems Thinking is taking an outside-in perspective – typically from the customers’ perspective. At a strategic level, this…