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Change Management is a term that is bandied about freely. Sometimes it's a scapegoat for less than stellar results: "That initiative failed because we didn't focus enough on Change Management." And it's often used as a catch-all for project activities that might otherwise get overlooked: "When we implement that new process, let's not forget about the Change Management."

Exploring a little bit more opportunities coming from lean manufacturing, it's not too much rare to interface with managers with relentless difficulties to define actions and aggregate real value. Perhaps because they do not understand that the lean principle it is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.

One of the most dreaded fears for any organization is to have underperforming teams. For as common as it may be, its clearly difficult to understand why teams fail at providing consistently good results and there is a general misconception about what to do to improve them. Read on as we explain what we’ve learned in practice to improve team delivery and effectiveness.

Learning is based in solving problems, preferably without failing at it. Read on to discover how to stop saying ‘I don’t know how to solve that problem’.

At every organization that has embarked on a lean journey, managers are well aware of the need to “show respect” for their people. In fact, respect for people is one of the two pillars of the Toyota Way. Thus, when asked, lean managers usually say that “employees should be treated fairly, given clear goals, trusted to achieve them in the best way, and held accountable for results …” It´s important to remind that some people think respect for people is being polite and courteous, but once and for all we’re not talking about being nice.