The Remedy: Bringing Lean Thinking Out of the Factory to Transform the Entire Organization

Chapter 13. Scylla and Charybdis

It was the end of March and the snow was melting. We'd even had a few spring-like days, which reflected my frame of mind. My dad's health had stabilized. My ex-wife and I had mended our relationship and our kids were benefiting. Chloe was on track for her May 1 launch.

I'd also made up my mind to propose to Sarah. I wanted it to be special. Harry and I had been kicking around ideas. Harry had even bought a book, The Utter Moron's Guide to Marriage Proposals. That's the one for me, I told him.

But first I had to survive Chloe's report to the board of directors. We'd survived the slings and arrows of outrageous fortune—and of bozo finance executives. Now we had to make a good account before a newly activist board.

Before Art Juna became chairman, we had one of the least assertive boards in business. For years, critics carped that Taylor Motors needed directors with the chutzpah to force stodgy executives to ditch failed strategies and remake us into a twenty-first-century company. The Feds, in particular, wanted a hands-on board.

Now we had our most aggressive board ever, including several private equity guys. The board recently caused a stir by pushing back on a major investment in engine research. Though the board eventually supported the investment, management lost precious time building the business case. Some critics worried the board was overreaching. Our Chloe report wouldn't be business as usual.

Andy and I took the familiar 7:30 AM flight out of ...