Category Archives: process management

What Is Lean Marketing … Really?

Occasionally I feel the need to resurrect this question. As I have noted a few times in the past, the term Lean Marketing has become bastardized by consultants with their own agendas. Since we are consultants too, one could argue … Continue reading

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Make Doing The Wrong Thing Hard

To help prevent errors, a construct translated as “make doing  the wrong thing hard” has been around informally for many decades. It was formalized as part of the Toyota Production System by Shigeo Shingo and called poka-yoke in Japanese. This … Continue reading

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Customer Experience and Process Management: A Dichotomy?

We find ourselves at Customer Manufacturing Group at the intersection of two trends that are finally becoming mainstream conversations: customer experience and process management. As we discuss these topics with people, we notice their concern that the two may be … Continue reading

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Confusing Motion With Progress

My older son, who works for a Fortune 200 company, mentioned this morning that his company was going through yet another reorganization to improve results, or efficiency … or something. I remember telling my dad the same story, and I … Continue reading

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How Fast Is Fast Enough?

There’s an old gunfighter maxim that basically says you’re either quick or you’re dead. That maxim is absolutely true today in many businesses, most especially retail. While many on-line retailers are trying to figure out how to deliver as Amazon … Continue reading

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Recommendation For A Functional Organization Struture

Corporate organizations should be structured to allow the company to execute its strategy effectively and thus achieve its goals. Volumes have been written on organizational structure and the best use of which type of structure in various business scenarios. This post considers … Continue reading

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The Problem With Process Management

When we first talk with people about applying process management, they often think rigid processes or bureaucracy. People also can show countless examples of process gone wrong. My friend Allan Hauge, Vistage Chair in St. Louis, tipped me off to … Continue reading

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