book

Leading Lean

by Jean Dahl

January 2020

Intermediate to advanced

318 pages

8h 45m

English

O'Reilly Media, Inc.

Audiobook available

Read now

Unlock full access

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Crisis in Leadership TodayTen 21st-Century Leadership ChallengesChallenge #1: Self-Development for LeadersChallenge #2: Outdated Leadership and Management StylesChallenge #3: Customer Centricity and Value DeliveryChallenge #4: Prioritizing Profit Above All ElseChallenge #5: Cost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

Preface

Why Leading Lean?

In today’s world, change is all around us. Higher and higher levels of volatility, uncertainty, complexity, and ambiguity (VUCA) are the “new normal.” Today’s leaders must recognize—both within their organizations as well as themselves—the need to continuously evolve in order to stave off extinction and deliver value to their customers.

Leading Lean is a call to action for leaders looking to meet these 21st-century leadership challenges head-on. This book gives you practical methods, tools, and strategies to lead an empowered workforce capable of embracing and achieving fast, flexible decision making. You will learn how to take advantage of the opportunities change brings to ensure long-term success by creating value at every level of your organization.

Chapter 1, Overcoming Today’s Crisis in Leadership, discusses how embracing agility can empower you to overcome the roadblocks that a 21st century leader faces. Chapter 2, The Modern Lean Framework™, introduces you to a framework influenced by the practices and principles of the Toyota Motor Corporation (as well as the work of the Lean luminaries Daniel T. Jones, Jeffery Liker, Eric Reis, Daniel Roos, and James Womack) designed to help you develop and perfect your Lean leadership skills and abilities.

Chapter 3, Leading Self, takes a closer look at how leaders can cultivate a healthy mentality for leadership by understanding the skills and abilities necessary to lead one’s self, as well as becoming a ...