Managing Customer Value
In a recent podcast, Project and Change Management Simplified, Bob Lewis president of IT Catalysts discussed his specialty project and change management. This is a transcription of the podcast. Since 1996, when he started his “Survival Guide” column in InfoWorld, Bob has been in the forefront of a guerrilla movement in how businesses should design Read More …
“When employees resist change, it isn’t because they’re stupid. It’s because they’re smart,” says Bob Lewis. Bob is the president of IT Catalysts and author of Bare Bones Project Management: What you can’t not do and Bare Bones Change Management: What you shouldn’t not do. With titles like this, how could you not buy these Read More …
This is the Visual Management Board that I use as part of Lean Service Design Trilogy Program. It allows the Lean Engagement Team and others, instant status updates. The goals of Visual Management is to connect people to the processes they perform, communicate successes and issues in the work area and show goals versus actual Read More …
Paul Yandell: I speak to middle managers, I was a resident with them. I think most of us have been middle managers and understand those frustrations. I hit on a theme of a guerrilla manager, years and years ago, and I’ve actually given a similar talk to a number of national and local forums. It Read More …
It is not a disguise it is reality. Your marketing department should be investing many of their resources in capturing and building a structure for knowledge management. It is the core competence of your organization. If you look at the sole purpose of a Lean Marketing department it is disseminating pertinent information to the customer Read More …
I was reading the book, War in the Boardroom: Why Left-Brain Management and Right-Brain Marketing Don’t See Eye-to-Eye–and What to Do About It, looking for a few ideas on how to approach Lean concepts to marketing and more specifically CMOs. Of course, we all know trying to apply a discipline to a bunch of right Read More …