Business901

Smart Mobs, Peer to Peer Networks, Crowdsourcing and Lean is what Liz Guthridge, the founder of Connect Consulting Group and I talked about in our podcast. When I created the cloud, I saw what was really important to Liz and at the center of her thoughts; people! At Connect Consulting Group, Liz helps leaders implement high-risk strategic initiatives in their organizations. She has expertise in employee communications, research and change leadership. She also serves as a community expert volunteer for Powernoodle, and has facilitated multiple sessions over the past year. Enjoy the podcast as we discuss technology as it applies and is used by Liz’s favorite subject, people.

Smart Mobs, Peer to Peer Networks, Crowdsourcing and Lean is what Liz Guthridge, the founder of Connect Consulting Group and I talked about in our podcast. When I created the cloud, I saw what was really important to Liz and at the center of her thoughts; people! At Connect Consulting Group, Liz helps leaders implement high-risk strategic initiatives in their organizations. She has expertise in employee communications, research and change leadership. She also serves as a community expert volunteer for Powernoodle, and has facilitated multiple sessions over the past year. Enjoy the podcast as we discuss technology as it applies and is used by Liz’s favorite subject, people.

Smart Mobs, Peer to Peer Networks, Crowdsourcing and Lean is what Liz Guthridge, the founder of Connect Consulting Group and I talked about in our podcast. When I created the cloud, I saw what was really important to Liz and at the center of her thoughts; people! At Connect Consulting Group, Liz helps leaders implement high-risk strategic initiatives in their organizations. She has expertise in employee communications, research and change leadership. She also serves as a community expert volunteer for Powernoodle, and has facilitated multiple sessions over the past year. Enjoy the podcast as we discuss technology as it applies and is used by Liz’s favorite subject, people.

Actually, I was not able to pull that off. Instead, I interviewed what I consider one of the, if not the best source on Dr. Deming, John Hunter. John has an interesting lineage with Dr. Deming and in the interview, we talked about some of that history and why the thoughts of Dr. Deming have continued to flourish. I am not the only one that holds John in such high regard; the Deming Institute has sanctioned John to write the Deming Blog. John already has a very popular blog of his own, the Curious Cat Management Improvement Blog. The richness of the stories about Dr. Deming and his principles to me were fascinating. I found little that I could edit. I apologize for the length. About the Deming Blog: John will explore Deming’s ideas on management by examining his works and exploring how the ideas are being applied in organizations today. While he was alive Deming continued to learn and add to his management philosophy. The blog attempts to hold true to his ideas while also looking at how those ideas have been, and are being, extended and implemented. About the Deming Institute: The W. Edwards Deming Institute® was founded by Dr. Deming in 1993 to provide educational services related to his theories and teachings. The aim of The W. Edwards Deming Institute is to foster understanding of The Deming System of Profound Knowledge® to advance commerce, prosperity and peace. About John Hunter: John combines technology with management expertise to improve the performance of organizations. He has served as an information technology program manager for the American Society for Engineering Education, the Office of Secretary of Defense Quality Management Office and the White House Military Office. He has authored the Curious Cat Management Improvement Blog for years.

Actually, I was not able to pull that off. Instead, I interviewed what I consider one of the, if not the best source on Dr. Deming, John Hunter. John has an interesting lineage with Dr. Deming and in the interview, we talked about some of that history and why the thoughts of Dr. Deming have continued to flourish. I am not the only one that holds John in such high regard; the Deming Institute has sanctioned John to write the Deming Blog. John already has a very popular blog of his own, the Curious Cat Management Improvement Blog. The richness of the stories about Dr. Deming and his principles to me were fascinating. I found little that I could edit. I apologize for the length. About the Deming Blog: John will explore Deming’s ideas on management by examining his works and exploring how the ideas are being applied in organizations today. While he was alive Deming continued to learn and add to his management philosophy. The blog attempts to hold true to his ideas while also looking at how those ideas have been, and are being, extended and implemented. About the Deming Institute: The W. Edwards Deming Institute® was founded by Dr. Deming in 1993 to provide educational services related to his theories and teachings. The aim of The W. Edwards Deming Institute is to foster understanding of The Deming System of Profound Knowledge® to advance commerce, prosperity and peace. About John Hunter: John combines technology with management expertise to improve the performance of organizations. He has served as an information technology program manager for the American Society for Engineering Education, the Office of Secretary of Defense Quality Management Office and the White House Military Office. He has authored the Curious Cat Management Improvement Blog for years.

Actually, I was not able to pull that off. Instead, I interviewed what I consider one of the, if not the best source on Dr. Deming, John Hunter. John has an interesting lineage with Dr. Deming and in the interview, we talked about some of that history and why the thoughts of Dr. Deming have continued to flourish. I am not the only one that holds John in such high regard; the Deming Institute has sanctioned John to write the Deming Blog. John already has a very popular blog of his own, the Curious Cat Management Improvement Blog. The richness of the stories about Dr. Deming and his principles to me were fascinating. I found little that I could edit. I apologize for the length. About the Deming Blog: John will explore Deming’s ideas on management by examining his works and exploring how the ideas are being applied in organizations today. While he was alive Deming continued to learn and add to his management philosophy. The blog attempts to hold true to his ideas while also looking at how those ideas have been, and are being, extended and implemented. About the Deming Institute: The W. Edwards Deming Institute® was founded by Dr. Deming in 1993 to provide educational services related to his theories and teachings. The aim of The W. Edwards Deming Institute is to foster understanding of The Deming System of Profound Knowledge® to advance commerce, prosperity and peace. About John Hunter: John combines technology with management expertise to improve the performance of organizations. He has served as an information technology program manager for the American Society for Engineering Education, the Office of Secretary of Defense Quality Management Office and the White House Military Office. He has authored the Curious Cat Management Improvement Blog for years.

“When employees resist change, it isn't because they're stupid. It's because they're smart,” says Bob Lewis. Bob is the president of IT Catalysts and author of Bare Bones Project Management: What you can't not do and Bare Bones Change Management: What you shouldn't not do. With titles like this, how could you not buy these books? Since 1996, when he started his "Survival Guide" column in InfoWorld, Bob has been in the forefront of a guerrilla movement in how businesses should design and plan change, and how the IT function should relate to the rest of the enterprise. This movement rejects the orthodoxy of “running IT as a business” that delivers technology to “internal customers,” replacing it with an integrated view of IT, in which, as a peer with the rest of the business, it actively collaborates in the design, planning, and implementation of business improvement and transformation. Interesting podcast as we discuss not only project and change management but as an award-winning author of more than a thousand articles and ten books, how does he get it all done. Bob has recently teamed up with David Anderson (David recently appeared on a Business901 podcast, Change is Best when it Evolves) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012

“When employees resist change, it isn't because they're stupid. It's because they're smart,” says Bob Lewis. Bob is the president of IT Catalysts and author of Bare Bones Project Management: What you can't not do and Bare Bones Change Management: What you shouldn't not do. With titles like this, how could you not buy these books? Since 1996, when he started his "Survival Guide" column in InfoWorld, Bob has been in the forefront of a guerrilla movement in how businesses should design and plan change, and how the IT function should relate to the rest of the enterprise. This movement rejects the orthodoxy of “running IT as a business” that delivers technology to “internal customers,” replacing it with an integrated view of IT, in which, as a peer with the rest of the business, it actively collaborates in the design, planning, and implementation of business improvement and transformation. Interesting podcast as we discuss not only project and change management but as an award-winning author of more than a thousand articles and ten books, how does he get it all done. Bob has recently teamed up with David Anderson (David recently appeared on a Business901 podcast, Change is Best when it Evolves) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012

“When employees resist change, it isn't because they're stupid. It's because they're smart,” says Bob Lewis. Bob is the president of IT Catalysts and author of Bare Bones Project Management: What you can't not do and Bare Bones Change Management: What you shouldn't not do. With titles like this, how could you not buy these books? Since 1996, when he started his "Survival Guide" column in InfoWorld, Bob has been in the forefront of a guerrilla movement in how businesses should design and plan change, and how the IT function should relate to the rest of the enterprise. This movement rejects the orthodoxy of “running IT as a business” that delivers technology to “internal customers,” replacing it with an integrated view of IT, in which, as a peer with the rest of the business, it actively collaborates in the design, planning, and implementation of business improvement and transformation. Interesting podcast as we discuss not only project and change management but as an award-winning author of more than a thousand articles and ten books, how does he get it all done. Bob has recently teamed up with David Anderson (David recently appeared on a Business901 podcast, Change is Best when it Evolves) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012

I have been a fan of Larry Rubrich of WCM Associates LLC for a long time admiring his work and enjoying his book, Policy Deployment & Lean Implementation Planning: 10 Step Roadmap to Successful Policy Deployment Using Lean as a System. This book specifically may not make you run out and try to implement policy deployment or the Lean term, Hoshin Kanri rather it is more of a “how to” without being to prescriptive.    Recently, with my recent interest in Lean Construction, Larry’s name surfaced once again. I discovered he has been working in Lean Construction, since 2003 and had recently published a new book, An Introduction to Lean Construction. In addition, he was hosting several workshops on the subject. His workshops consisted of not only one after the book title but another called, Choosing By Advantages (CBA). From the workshop outline: CBA is a structured decision-making process that starts when a decision must be made and ends when the decision is implemented and the results evaluated. CBA's basic rule of sound decision-making is: decision must be based on the importance of advantages only. CBA can "Lean Out" the entire decision-making process. An excerpt from the podcast is available, 2 Steps to a Lean Culture Change. Larry has over 35 years of experience in engineering and manufacturing in the automotive, industrial, and consumer product areas. He has held the positions of product engineering, chief product engineer, product manager, customer service manager, area manufacturing manager, continuous improvement manager, and plant manager with fortune 100 corporations. Larry spent time in Japan studying Japanese management and manufacturing techniques working directly with top-level Japanese consulting group hired by a U.S. company to implement the Toyota Production System (TPS) in its plants.

I have been a fan of Larry Rubrich of WCM Associates LLC for a long time admiring his work and enjoying his book, Policy Deployment & Lean Implementation Planning: 10 Step Roadmap to Successful Policy Deployment Using Lean as a System. This book specifically may not make you run out and try to implement policy deployment or the Lean term, Hoshin Kanri rather it is more of a “how to” without being to prescriptive.    Recently, with my recent interest in Lean Construction, Larry’s name surfaced once again. I discovered he has been working in Lean Construction, since 2003 and had recently published a new book, An Introduction to Lean Construction. In addition, he was hosting several workshops on the subject. His workshops consisted of not only one after the book title but another called, Choosing By Advantages (CBA). From the workshop outline: CBA is a structured decision-making process that starts when a decision must be made and ends when the decision is implemented and the results evaluated. CBA's basic rule of sound decision-making is: decision must be based on the importance of advantages only. CBA can "Lean Out" the entire decision-making process. An excerpt from the podcast is available, 2 Steps to a Lean Culture Change. Larry has over 35 years of experience in engineering and manufacturing in the automotive, industrial, and consumer product areas. He has held the positions of product engineering, chief product engineer, product manager, customer service manager, area manufacturing manager, continuous improvement manager, and plant manager with fortune 100 corporations. Larry spent time in Japan studying Japanese management and manufacturing techniques working directly with top-level Japanese consulting group hired by a U.S. company to implement the Toyota Production System (TPS) in its plants.

I have been a fan of Larry Rubrich of WCM Associates LLC for a long time admiring his work and enjoying his book, Policy Deployment & Lean Implementation Planning: 10 Step Roadmap to Successful Policy Deployment Using Lean as a System. This book specifically may not make you run out and try to implement policy deployment or the Lean term, Hoshin Kanri rather it is more of a “how to” without being to prescriptive.    Recently, with my recent interest in Lean Construction, Larry’s name surfaced once again. I discovered he has been working in Lean Construction, since 2003 and had recently published a new book, An Introduction to Lean Construction. In addition, he was hosting several workshops on the subject. His workshops consisted of not only one after the book title but another called, Choosing By Advantages (CBA). From the workshop outline: CBA is a structured decision-making process that starts when a decision must be made and ends when the decision is implemented and the results evaluated. CBA's basic rule of sound decision-making is: decision must be based on the importance of advantages only. CBA can "Lean Out" the entire decision-making process. An excerpt from the podcast is available, 2 Steps to a Lean Culture Change. Larry has over 35 years of experience in engineering and manufacturing in the automotive, industrial, and consumer product areas. He has held the positions of product engineering, chief product engineer, product manager, customer service manager, area manufacturing manager, continuous improvement manager, and plant manager with fortune 100 corporations. Larry spent time in Japan studying Japanese management and manufacturing techniques working directly with top-level Japanese consulting group hired by a U.S. company to implement the Toyota Production System (TPS) in its plants.

I’ve realized that I want to focus my own business a lot more on “How can we help you manage change?” rather than “How can we deliver you a new process solution?” because I often feel the existing process probably isn’t that broken. Understanding how to tweak around with it and introduce change in a sustainable way is much more likely to deliver success. It will have a higher success rate, higher chance of a successful return, rather than pursue the shiny object and see it crash and burn. – David Anderson (excerpt from the podcast below) David has recently teamed up with Bob Lewis (Bob is a prolific author, his latest book is Bare Bones Project Management) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012 David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at  David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business. Past encounters with David: Kanban Evolution with Anderson Kanban, could we call this podcast anything else?

I’ve realized that I want to focus my own business a lot more on “How can we help you manage change?” rather than “How can we deliver you a new process solution?” because I often feel the existing process probably isn’t that broken. Understanding how to tweak around with it and introduce change in a sustainable way is much more likely to deliver success. It will have a higher success rate, higher chance of a successful return, rather than pursue the shiny object and see it crash and burn. – David Anderson (excerpt from the podcast below) David has recently teamed up with Bob Lewis (Bob is a prolific author, his latest book is Bare Bones Project Management) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012 David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at  David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business. Past encounters with David: Kanban Evolution with Anderson Kanban, could we call this podcast anything else?

I’ve realized that I want to focus my own business a lot more on “How can we help you manage change?” rather than “How can we deliver you a new process solution?” because I often feel the existing process probably isn’t that broken. Understanding how to tweak around with it and introduce change in a sustainable way is much more likely to deliver success. It will have a higher success rate, higher chance of a successful return, rather than pursue the shiny object and see it crash and burn. – David Anderson (excerpt from the podcast below) David has recently teamed up with Bob Lewis (Bob is a prolific author, his latest book is Bare Bones Project Management) to present a 2-day workshop on Business Change Management. This will include topics specific to Agile and Lean transition initiatives. They examine the source of organizational resistance to change, describe the seven components of an effective business change management plan, and show how to go beyond a “Managed Transition” to achieve both Evolutionary Change and discontinuous, “fork lift” change. More information on the workshop can be found at Business Change Management.. Workshop Dates: Washington DC – October 29-30, 2012 Los Angeles, CA December 3-4, 2012 David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at  David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business. Past encounters with David: Kanban Evolution with Anderson Kanban, could we call this podcast anything else?