Must See Ricardo Semler!!!! Moved from youtube to a new site
Here's the link, one of the innovative in how he organizes and administrates his business, on innovation.
manage naturally
where human nature meets natural law
I.M.H.O on Acronyms
Acronyms are mnemonic devices. They were originally developed to help us remember things more easily. When I learned driving for instance, they had a acronym PEAK, which stood for: Park, emergency, accessories, and key. That silly little acronym has actually saved me a great deal of trouble and embarrassment over the years. So it seems a bit out of kilter when acronyms are used in such a way as to confuse.
A Deming Minute on Appreciating your System
The First principle is appreciating that you work in a system, and everyting affects everything else. Rather than focus on a part here and there, try focusing on the relationships and interactions between all the parts. It will be as if magic.
Customer Service? NOT!
Everyone talks customer service. The customer is always right, right? Well, let’s think about that. What do we really mean when we say customer service? You can hold the pickles, and you can hold the lettuce, but you still have to take a hamburger. You can choose a red, or a blue, but you still have to choose a Ford or a Toyota.
The real purpose of customer service is to take the overwhelming variety of things customers are looking for, and filter and redirect them towards those items we can make and make money from. It’s not about giving people what they want, never has been; it’s about leading them to what is possible.
Customer Service? NOT!
The LSS Pot calling the TOC kettle black….
There are those who say the Theory of Constraints (TOC) is a parlor trick meant to drum up consulting, and there are those who say Lean Six Sigma is nothing more than borrowed techniques, repackaged and branded to sell belts. The point is that there is a Reality, and then there is our interpretations of that reality. Acronyms and toolsets do more damage than help. They are the attempt to put ownership on ideas, and control them, which in the end can only lead to their stagnation, and losing relevance. 
A Deming Minute on Dr. Deming
with a debt of gratitude to John Dowd of JDSstat.com/statblog for hunting down and getting translated the only known existing transcription taken during Dr. Demings now famous talk to 75% of all Japanese executives in August of 1950.
From the Outside In
Seeing through the eyes of the often discussed but rarely listened to Customer
A ManageNaturally Minute™ on Choosing a Consultant
To separate real improvement from mere change requires everyone, including the coach, the owner/manager and all those who work with them to engage their minds, the most powerful tool of all.
Collaboration: The Road To A Better Future
From a column in the Cheese Reporter Volume 136, No. 34 - Friday, February 17, 2012
I understand the appeal of sticking to what you know. Really, I do. What I don’t get is how do you measure the loss from sales that never happened?
