Companies are constantly looking for ways to be more effective and more focused. This places a major strain on the support functions, as they need to prove their worth in creating value for the business or face more and more cost-cutting measures and outsourcing. This has led practically all support functions to seek a deeper partnership status with the core business units. However, therein lies a problem: how many partners can the core business units have? Is it viable for all support functions to become business partners? If it isn’t, which ones of them can reach this level?
Where do innovations come from? The Soviet scientist Genrich Altshuller scoured through tens of thousands of patents in the mid-20th century to find an answer, and his findings suggest that generalists may have an important role to play in fostering innovation.
Lean is a comprehensive management philosophy, and one important aspect of Lean is leadership. In this post, I will examine how adherence to Lean principles develops well-rounded leaders as measured through the lens of the 8 DISC leadership styles.
We live in a world full of uncertainty. If there was no uncertainty, waterfall would be an infallible project management method and a well-written business plan would be the key to success for any startup.
So, given that uncertainty exists, we face the question what to do about it. The traditional answer has been to reduce uncertainty and thus make things manageable, and there are still many advances that can be achieved in that field.
However, the more uncomfortable question is what do we do about things that remain uncertain? What if some of this uncertainty is inherent, something we are never able to remove? In such cases, we need to build systems to manage this uncertainty, even harness it, instead of merely attempting to reduce it.