Most Recent Articles
The Heart of Change' by John P Kotter (2002)
Published in Books by CDI London, November 3, 2009
A follow up to Kotter's book 'Leading Change' published in 1996, in which he proposed an eight step model for organisational change. 'The Heart of Change' cites real life examples to uncover the core problems faced by organisations, and the solutions they implemented as they progress through each of the eight steps of the model.
Interestingly Kotter's central finding is that successful change in organisations is reliant on changing the behaviour of people by 'speaking to their feelings', rather than convincing them with data and analysis. The latter approach may change their thinking, but the former makes them want to change their behaviour. A thought provoking book, and an indispensable guide for anyone leading or involved with organisational change.
Review by CDI Associate Adam Jones
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Managing To Learn by John Shook
Published in Books by CDI London, May 22, 2009
The Mission Directed Work Team programme engages the minds of all Mini Business Team Members. It is important therefore for managers to have skills that will encourage the active participation of team members.
John Shook in his book, 'Managing to Learn' shows how the A3 process can be used by management to create a standard method for innovating, planning, problem-solving and building structures to create a broader and deeper thinking.
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The Innovation Imperative in manufacturing. How the United States Can Restore Its Edge.
Published in Articles by JJ, April 22, 2009
An interesting article highlighting innovation as a critical factor for driving business growth and competitiveness. What drives Innovation success? Read more [Link]
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Re-purpose Before You Re-structure
Published in Articles by JJ, April 22, 2009
What is your organisation's purpose? A clear and compelling purpose is vital for business success. To find out more, read the article 'Re-purpose Before You Restructure' by Jim Womack of the Lean Enterprise Institute.
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Respect Science, Particularly in a Crisis
Published in Articles by JJ, April 22, 2009
In his article "Respect Science, Particularly in a Crisis", James Womack of the Lean Enterprise Institute reflects on how the actions of a small group of line managers at Toyota during the 1950 financial crisis contributed to Toyota's survival and ultimate success.
"In learning more about Toyota's achievements in the 1950s as the company struggled to survive, I've gained a new appreciation for the fact that we have no excuses in our current period of chaotic markets and falling demand. Systematic science works wherever it is applied to any process. And it is more and not less useful in the depths of a crisis. The only ingredient that may be lacking today is our determination to respect rigorous science in the current crisis. And that you can quickly rectify!"
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