Leading Lean

Leading Lean

by Jean Dahl
Released January 2020
Publisher(s): O'Reilly Media, Inc.
ISBN: 9781492046295

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Book description

Companies from startups to corporate giants face massive amounts of disruption today. Now more than ever, organizations need nimble and responsive leaders who know how to exploit the opportunities that change brings. In this insightful book, Jean Dahl, a senior executive and expert in the Lean mindset and its methods, demonstrates why you need to embrace Modern Lean principles and thinking to redefine leadership in this age of digital disruption in order to continuously evolve the Lean enterprise.

Drawing on nearly three decades of corporate and consulting experience, Ms. Dahl lays out a new holistic framework for developing Modern Lean leaders. Through personal experiences and compellingreal-world case studies, she explains specific steps necessary for you and your company to proactively understand and respond to change.

  • Understand the leadership challenges Lean leaders face in our 21st century global economy
  • Explore the six dimensions of the Modern Lean Framework™
  • Learn and apply the nine steps necessary to become a Lean leader
  • Use Modern Lean methods to build a culture of continuous learning that can be sustained and maintained within your organization
  • Seize competitive advantage by embracing Modern Lean to tbuild an enterprise that understands how to respond to disruption

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Table of contents

  1. Foreword
  2. Preface
    1. O’Reilly Online Learning
    2. How to Contact Us
    3. Acknowledgments
  3. 1. Overcoming Today’s Crisis in Leadership
    1. Delivering Customer Value: An Enterprise’s Ultimate Goal
      1. Defining Value
    2. Recognizing the Crisis in Leadership Today
    3. Ten 21st-Century Leadership Challenges
      1. Challenge #1: Self-Development for Leaders
      2. Challenge #2: Outdated Leadership and Management Styles
      3. Challenge #3: Customer Centricity and Value Delivery
      4. Challenge #4: Prioritizing Profit Above All Else
      5. Challenge #5: Cost Reduction Survival Strategies
      6. Challenge #6: Strategic Misalignment
      7. Challenge #7: Hierarchies and Silos
      8. Challenge #8: Traditional Development Practices
      9. Challenge #9: Technological Advances and Global Competition
      10. Challenge #10: Outmoded Workforce Development Practices
    4. Why Agility Isn’t Easy for Leaders
    5. Leading Lean Is All About Embracing Agility
    6. Conclusion
  4. 2. The Modern Lean Framework™
    1. Staving Off Extinction through Continuous Evolution
    2. Leading in Our 21st-Century Connected World
      1. Understanding the Journey Ahead of You
    3. Toyota and the Lean Mindset
      1. The Toyota Production System
      2. The Pillars of The Toyota Way
    4. Leading in the Era of Modern Lean
      1. Leading Self
      2. Leading Others
      3. Leading Outside In
      4. Leading Enterprise Wide
      5. Leading Innovation
      6. Leading Culture
    5. Conclusion
  5. 3. Leading Self
    1. Believing and Trusting in Yourself Through Self-Development
    2. Developing a Healthy Mind and Body
      1. Eliminating Chaos
      2. Keeping a Healthy Body
      3. Make Time for Yourself
      4. Understand Your Own Reality
    3. Developing a Bias Toward Action
    4. Facing Challenging Situations Head-On
      1. Leveraging Common Sense for Problem Solving and Decision Making
      2. Just the Facts
      3. An Ounce of Common Sense
    5. Tapping into Your Emotional Intelligence
    6. Displaying Persistence and Tenacity
    7. Allowing Yourself to Always Become the Student
    8. Conclusion
  6. 4. Leading Others
    1. Defining Servant Leadership for the 21st Century
      1. Origins of Servant Leadership
      2. Characteristics of Servant Leadership
      3. Why Servant Leaders Are So Important to the Lean Enterprise
      4. Becoming a Lean Servant Leader
    2. Respecting Others on the Road to Continuous Improvement
      1. Giving Context to Respecting Others
    3. Thinking with a Kaizen Mind
    4. Acknowledging Your Responsibility to Develop Others
    5. Learning to Serve While Developing Others
      1. Kaizen and the PDCA Cycle
      2. The Evolution of PDCA and TBP
      3. Learning to Serve through TBP
    6. Case Study: The Eight Steps of TBP in Action
      1. Step 1: Clarify the Problem (Plan)
      2. Step 2: Break Down the Problem (Plan)
      3. Step 3: Set Targets (Plan)
      4. Step 4: Perform Root Cause Analysis (Plan)
      5. Step 5: Develop Countermeasures (Plan)
      6. Step 6: See Countermeasures Through (Do)
      7. Step 7: Monitor Both Results and the Process (Check)
      8. Step 8: Standardize Successful Processes (Act)
    7. Using OJD to Develop Others
      1. Step 1: Pick a Problem with Your Team (Plan)
      2. Step 2: Appropriately Divide the Work Among Accountable Team Members, Making the Direction Compelling (Plan)
      3. Step 3: Execute within Broad Boundaries, Monitor, and Coach (Do and Check)
      4. Step 4: Feedback, Recognition, and Reflection (Act)
    8. Conclusion
  7. 5. Leading Outside In
    1. Measuring Success in Customer-Centric Companies
      1. Churn Rate
      2. Customer Lifetime Value
      3. Net Promoter Score
    2. Zeroing In on Your Target: Customer Experience
      1. Understanding the Eight Stages of CXLC
    3. Identifying Customer Personas
      1. Developing Relevant Customer Personas
      2. Keeping Personas Simple
    4. Designing Customer Journeys That Matter
      1. Research
      2. Evaluate
      3. Purchase
      4. The Role of Emotions in the Customer Experience
      5. Conducting Customer Experience Journey Mapping (CXJM)
    5. Building a Mindful Omnichannel Customer Experience Strategy
      1. How Do You Define Omnichannel, Anyway?
      2. BMW, “The Ultimate Driving Machine”
      3. BMW’s Crystal-Clear Messaging
      4. The BMW OCXS
      5. Considerations for Building a Mindful OCXS
      6. Building a Comprehensive OCXS in Eight Steps
    6. Conclusion
  8. 6. Leading Enterprise Wide
    1. Recognizing the Importance of Enterprise Alignment
      1. Understanding the Importance of Alignment and Engagement
    2. Starting with the Endgame in Mind
    3. Building a Centralized Strategic Decision-Making Framework
      1. Understanding the Strategic Planning Process
      2. Nine Steps to Creating Your Strategic Planning Canvas
      3. The New Horizons Strategic Planning Canvas
    4. Creating Your Investment Strategy
      1. Developing a Successful Investment Strategy: Apple Disrupts Sony
      2. Factors to Consider When Setting Your Targets
      3. Developing Your Investment Allocation Targets
    5. Developing Your Strategic Roadmap
      1. Building the New Horizons Strategic Roadmap
    6. Releasing Value in Increments: MVP Release Planning
      1. Completing the MVP Release Plan
      2. Building the New Horizons Service Department MVP Release Plan
    7. Conclusion
  9. 7. Leading Innovation
    1. Fighting Off Extinction Through Innovation
      1. Innovation Isn’t New!
      2. Defining the Qualities of Innovation
    2. Thinking with a Disruptive Mind
      1. Examining the Sources of Disruption
      2. Finding Disruption in the Voice of Your Customer
      3. Seven Steps to Conducting a VoC Analysis
    3. Achieving Success Through Innovation
      1. Unearthing Apple’s Epic Failure
      2. Learning from LISA
    4. Designing and Building Innovative and Disruptive Products and Services
      1. Defining the Design Thinking + Lean Startup Cycle
      2. Leveraging the Lean Product Canvas
      3. The New Horizons Service and Repair Mobile Device App Canvas
    5. Developing Iteratively and Incrementally
    6. Fostering Innovation Through Continuous Learning
    7. Conclusion
  10. 8. Leading Culture
    1. Defining “Culture”
      1. Motivation: The Essential Ingredient
      2. Defining Culture in the Context of the Lean Enterprise
    2. Defining the Leading Culture Dimension
      1. Quadrant I: Identifying Your Beliefs
      2. Quadrant II: The Role of Values in Defining Culture
      3. Quadrant III: Using Strategy to Solidify Your Behaviors
      4. Quadrant IV: Bringing a Culture to Life Through Your Actions
    3. Executing on the Eight Steps to a Lean Culture: New Horizons
      1. Step 1: Assess Your Current Culture
      2. Step 2: Establish Your Lean Belief System
      3. Step 3: Identify the Values That Define Your Culture
      4. Step 4: Define Your Motivating Behaviors by Creating Your Strategic Framework
      5. Step 5: Formalize the Actions Required to Transform Your Culture
      6. Step 6: Connect Strategy to Execution by Implementing OKRs
      7. Step 7: Conduct CFR Check-Ins to Ascertain Forward Progress
      8. Step 8: Report Progress and Make Adjustments
    4. Focusing on the Critical Need for Continuous Performance Management
      1. Understanding the Benefits of CPM
    5. Seven Things That Must Be True to Develop a Lean Culture
    6. Conclusion
  11. 9. Becoming a Self-Led Lean Leader
    1. Seven Things That Must be True to Develop Yourself into a Lean Leader
    2. Understanding the Lean Leader’s Self-Development Process
      1. Finding Your Sensei
    3. Nine Steps to Becoming a Self-Led Lean Leader
      1. Step 1: Assess Your Leading Self Beliefs
      2. Step 2: Define Your Values and Purpose
      3. Step 3: Define Your Lean Leadership Objectives
      4. Step 4: Identify Your Growth Opportunities
      5. Step 5: Develop Your Key Results (KRs)
      6. Step 6: Define Your Tactics and Operational Tasks
      7. Step 7: Engage and Execute
      8. Step 8: Measure and Report Results
      9. Step 9: Evolve and Optimize the Process
      10. Summary: Jannie Peterson’s Q1 Lean Leader’s Self-Development Canvas
    4. Conclusion: Committing Yourself to the Modern Lean Leader’s Way
  12. Index

Product information

  • Title: Leading Lean
  • Author(s): Jean Dahl
  • Release date: January 2020
  • Publisher(s): O'Reilly Media, Inc.
  • ISBN: 9781492046295