book

Leading Lean

by Jean Dahl

January 2020

Intermediate to advanced

318 pages

8h 45m

English

O'Reilly Media, Inc.

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O’Reilly Online LearningHow to Contact UsAcknowledgments
Delivering Customer Value: An Enterprise’s Ultimate GoalDefining ValueRecognizing the Crisis in Leadership TodayTen 21st-Century Leadership ChallengesChallenge #1: Self-Development for LeadersChallenge #2: Outdated Leadership and Management StylesChallenge #3: Customer Centricity and Value DeliveryChallenge #4: Prioritizing Profit Above All ElseChallenge #5: Cost Reduction Survival StrategiesChallenge #6: Strategic MisalignmentChallenge #7: Hierarchies and SilosChallenge #8: Traditional Development PracticesChallenge #9: Technological Advances and Global CompetitionChallenge #10: Outmoded Workforce Development PracticesWhy Agility Isn’t Easy for LeadersLeading Lean Is All About Embracing AgilityConclusion
Staving Off Extinction through Continuous EvolutionLeading in Our 21st-Century Connected WorldUnderstanding the Journey Ahead of YouToyota and the Lean MindsetThe Toyota Production SystemThe Pillars of The Toyota WayLeading in the Era of Modern LeanLeading SelfLeading OthersLeading Outside InLeading Enterprise WideLeading InnovationLeading CultureConclusion
Believing and Trusting in Yourself Through Self-DevelopmentDeveloping a Healthy Mind and BodyEliminating ChaosKeeping a Healthy BodyMake Time for YourselfUnderstand Your Own RealityDeveloping a Bias Toward ActionFacing Challenging Situations Head-OnLeveraging Common Sense for Problem Solving and Decision MakingJust the FactsAn Ounce of Common SenseTapping into Your Emotional IntelligenceDisplaying Persistence and TenacityAllowing Yourself to Always Become the StudentConclusion
Defining Servant Leadership for the 21st CenturyOrigins of Servant LeadershipCharacteristics of Servant LeadershipWhy Servant Leaders Are So Important to the Lean EnterpriseBecoming a Lean Servant LeaderRespecting Others on the Road to Continuous ImprovementGiving Context to Respecting OthersThinking with a Kaizen MindAcknowledging Your Responsibility to Develop OthersLearning to Serve While Developing OthersKaizen and the PDCA CycleThe Evolution of PDCA and TBPLearning to Serve through TBPCase Study: The Eight Steps of TBP in ActionStep 1: Clarify the Problem (Plan)Step 2: Break Down the Problem (Plan)Step 3: Set Targets (Plan)Step 4: Perform Root Cause Analysis (Plan)Step 5: Develop Countermeasures (Plan)Step 6: See Countermeasures Through (Do)Step 7: Monitor Both Results and the Process (Check)Step 8: Standardize Successful Processes (Act)Using OJD to Develop OthersStep 1: Pick a Problem with Your Team (Plan)Step 2: Appropriately Divide the Work Among Accountable Team Members, Making the Direction Compelling (Plan)Step 3: Execute within Broad Boundaries, Monitor, and Coach (Do and Check)Step 4: Feedback, Recognition, and Reflection (Act)Conclusion
Measuring Success in Customer-Centric CompaniesChurn RateCustomer Lifetime ValueNet Promoter ScoreZeroing In on Your Target: Customer ExperienceUnderstanding the Eight Stages of CXLCIdentifying Customer PersonasDeveloping Relevant Customer PersonasKeeping Personas SimpleDesigning Customer Journeys That MatterResearchEvaluatePurchaseThe Role of Emotions in the Customer ExperienceConducting Customer Experience Journey Mapping (CXJM)Building a Mindful Omnichannel Customer Experience StrategyHow Do You Define Omnichannel, Anyway?BMW, “The Ultimate Driving Machine”BMW’s Crystal-Clear MessagingThe BMW OCXSConsiderations for Building a Mindful OCXSBuilding a Comprehensive OCXS in Eight StepsConclusion
Recognizing the Importance of Enterprise AlignmentUnderstanding the Importance of Alignment and EngagementStarting with the Endgame in MindBuilding a Centralized Strategic Decision-Making FrameworkUnderstanding the Strategic Planning ProcessNine Steps to Creating Your Strategic Planning CanvasThe New Horizons Strategic Planning CanvasCreating Your Investment StrategyDeveloping a Successful Investment Strategy: Apple Disrupts SonyFactors to Consider When Setting Your TargetsDeveloping Your Investment Allocation TargetsDeveloping Your Strategic RoadmapBuilding the New Horizons Strategic RoadmapReleasing Value in Increments: MVP Release PlanningCompleting the MVP Release PlanBuilding the New Horizons Service Department MVP Release PlanConclusion
Fighting Off Extinction Through InnovationInnovation Isn’t New!Defining the Qualities of InnovationThinking with a Disruptive MindExamining the Sources of DisruptionFinding Disruption in the Voice of Your CustomerSeven Steps to Conducting a VoC AnalysisAchieving Success Through InnovationUnearthing Apple’s Epic FailureLearning from LISADesigning and Building Innovative and Disruptive Products and ServicesDefining the Design Thinking + Lean Startup CycleLeveraging the Lean Product CanvasThe New Horizons Service and Repair Mobile Device App CanvasDeveloping Iteratively and IncrementallyFostering Innovation Through Continuous LearningConclusion
Defining “Culture”Motivation: The Essential IngredientDefining Culture in the Context of the Lean EnterpriseDefining the Leading Culture DimensionQuadrant I: Identifying Your BeliefsQuadrant II: The Role of Values in Defining CultureQuadrant III: Using Strategy to Solidify Your BehaviorsQuadrant IV: Bringing a Culture to Life Through Your ActionsExecuting on the Eight Steps to a Lean Culture: New HorizonsStep 1: Assess Your Current CultureStep 2: Establish Your Lean Belief SystemStep 3: Identify the Values That Define Your CultureStep 4: Define Your Motivating Behaviors by Creating Your Strategic FrameworkStep 5: Formalize the Actions Required to Transform Your CultureStep 6: Connect Strategy to Execution by Implementing OKRsStep 7: Conduct CFR Check-Ins to Ascertain Forward ProgressStep 8: Report Progress and Make AdjustmentsFocusing on the Critical Need for Continuous Performance ManagementUnderstanding the Benefits of CPMSeven Things That Must Be True to Develop a Lean CultureConclusion

Seven Things That Must be True to Develop Yourself into a Lean LeaderUnderstanding the Lean Leader’s Self-Development ProcessFinding Your SenseiNine Steps to Becoming a Self-Led Lean LeaderStep 1: Assess Your Leading Self BeliefsStep 2: Define Your Values and PurposeStep 3: Define Your Lean Leadership ObjectivesStep 4: Identify Your Growth OpportunitiesStep 5: Develop Your Key Results (KRs)Step 6: Define Your Tactics and Operational TasksStep 7: Engage and ExecuteStep 8: Measure and Report ResultsStep 9: Evolve and Optimize the ProcessSummary: Jannie Peterson’s Q1 Lean Leader’s Self-Development CanvasConclusion: Committing Yourself to the Modern Lean Leader’s Way

Content preview from Leading Lean

Chapter 9. Becoming a Self-Led Lean Leader

Your Lean leadership journey must begin with you. Before you can even attempt to lead others, your customers, and the Lean enterprise, you must first develop the ability to lead yourself. Knowing the traits of a self-led Lean leader is one thing; embracing, embodying, and executing on them is another thing entirely. It’s going to take conscious effort on your part to become a self-led Lean leader.

In this chapter, I will describe the steps you must execute to develop the skills and abilities of leading the self first, providing a starting point from which you can venture into the other dimensions of the Modern Lean Framework^™. You must build a solid foundation that allows you to develop greater proficiency in all dimensions of Lean leadership.

Seven Things That Must be True to Develop Yourself into a Lean Leader

There are seven things you must do to become a self-led Lean leader.

Understand that leaders are both born and made.

Are leaders born or made? To me, the answer is a resounding “both!” Yes, you can be born with some of the inherent traits that make you a great Lean leader, but I firmly believe that we all have some inherent leadership abilities that we can develop. Leadership, like many things, is behavioral and is therefore a learned behavior, based on the situations you encounter throughout your life.

Adversity is probably the biggest breeding ground for leadership abilities. When your convictions are tested, Lean leaders ...