I have far too many people to thank than I can list here. ere are literally
thousands of Pzer colleagues whose work, experiments, and improve-
ments have led to the thoughts embodied in this text (and none of them,
by the way, are to blame). e number of colleagues who have directly
redesigned their work as a result of projects I have supported is signi-
cantly more than 2,000. e number of colleagues who have implemented
at least some of those changes in the wider organization must be close to
5,000. Each of you has my respect and thanks. It has been a joy to work
with you every day.
Beyond the wisdom of my colleagues, I have been inuenced by sev-
eral individuals over the course of my time in Lean. Jim Luckman got me
started on my journey with his excellent course in Lean product develop-
ment. His subsequent coaching and thought partnership led to many of
the “discoveries” that we developed into our own Lean practice at Pzer.
His colleague, Beau Keyte, provided the most breathtakingly important
coaching moment of my Lean career when he mentored me to bring my
rst workshop back on the rails. We have continued to collaborate and to
share methods and experiments as well as our lifelong love of Michigan
Jim introduced me to Bob Burdick, a former Lexmark/IBM engineer,
whose research into physics, Taoism, Buddhism, and his dialogues about
have-do-be” (and nearly everything under the sun) created within me
the ability to explore thinking in a way I’d never have imagined possible.
Monica Schroder worked with me in Agile R&D (Lean) and opened
new pathways in thinking on an almost constant basis. Not just small
diversions, these paths were big, wide highways of thought. She intro-
duced me to Gary Hamels work on radically dierent paradigms in
business management. Not to be outdone, Adrienne Motion brought the
personal touch to Agile R&D, creating a warm approach that negated
the cold, calculated, tool-centric thought process that characterized its
beginning. Similarly, Diana Galer introduced ideas like Nancy Kline’s
“time to think,” which enabled us to build deeper reection into our facil-
itation work, and thereby led us to much, much greater improvements.
xx • Acknowledgments
Finally, Andrew Seddon was a part of nearly every project, every strategy
session, every emerging development and experiment; and he had a spe-
cial love and talent for creating, supporting, and engaging improvement
in the most basic research in the company. Adrienne, Monica, Diana,
and Andrew were a breathtaking group to behold in action, and I both
honor and revere their capabilities and contributions.
I owe a large debt to the “Boyd” community and to the U.S. Marine
Corps for supporting and nurturing that community. John R. Boyd
was a ghter pilot, engineer, aircra designer, and, most important,
researcher into strategy, learning, community, innovation, and winning
and losing. Although he purposely refrained from writing a text, his
slide decks and briengs (many thanks to Chet Richards for present-
ing and explaining these and for being a mentor and friend for several
years now) provide tremendous and unfolding insight. Jim Luckman’s
slide on learning loops led me to Robert Coram’s biography of Boyd,
which led me to Boyds “Disciples.” Chet Richards, who gives the autho-
rized version of Boyd’s briengs live, deepened and expanded my view
of Boyd and his work and gave me direction. Frans Osingas work gave
me so much more depth and background into Boyds thinking. e
entire Boyd community continues to populate new ideas and insights.
Boyds work inspired much of the experimentation in community and
fast learning, and provided early thought into what became the “wild-
re” strategy. Within this community, several people stand out as men-
tors, co-creators, and inspirations, including Stan Coerr, its host; Scott
Shipman, my friend and intellectual mentor; Michael Moore, a uniquely
creative light; Marcus Mainz, the next generation; and Fred Leland, the
relentless Lieutenant of Walpole, who tries and succeeds at delivering
fast learning to communities near you.
In addition to the great colleagues across Pzer, special kudos go to
Pzer’s Strategic Management Group, which gave me the space not only
to create thought pieces in Lean, but to actually test them in the real world
of pharma R&D, and then to grow those experiments into a fully operat-
ing Lean R&D transformation group (Agile R&D).
Finally, I want to thank my family for their support through the always
turbulent waters of personal and professional growth.

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