Imagine driving into a paper mill site. The entire facility is green from World War II army-surplus paint, moss covers most of the roofs, and many people in the community believe the business has a high probability of not surviving.
The owners, however, believed the business could survive with a lot of work.
That was the situation at Longview when I arrived.
The few of us brought in by the new owners knew that a rapid transformation was necessary. And we knew that transparency and accountability relative to targets were necessary to make rapid progress.
Having a comprehensive approach to measuring progress, holding people accountable, and keeping score were fundamental to the rapid progress. ...