Lean Connections

From now through early November we’re on the road again, meetin’ and greetin’ our Lean colleagues from around the country…here are some tips to maximize your networking efforts

Morning mail brought a reminder that it’s that season again. Yes, time to hit the Lean conference circuit until you can’t stand (afford?) it anymore.   Not to single out AME (Association for Manufacturing Excellence) for any particular reason, but it was AME’s 12-page color brochure which outlined  five key benefits I would receive (and you too!) by attending their 2009 Lean Conference.  Of the five, networking only placed third. Hmm?   

Quoting AME (emphasis added) on the benefits of networking: 

“Building a social network of like-minded people is an important part of the Lean journey.  It’s well established by over 30 years of scientific research that the best performers and the most profitable companies invest in social capital.  In the world of Lean, establishing relationships is the catalyst for success.  A company with rich social capital produces outstanding business results  - higher sales, better quality products, more satisfied employees and greater profits.  To accelerate your Lean efforts you must continually meet new people, leverage trusted resources and build stronger relationships.  Having the right people included in your sphere of influence will help you cut your way through all of the noise about Lean and provide not only ongoing support but the right support. It’s not just what you know and who you know that counts  –  but also who knows you that is important to your success.”

I’ve got to find out who writes their advertising copy! As an executive search guy who specializes in recruiting Lean Executives for the Sustainable Lean Enterprise, I couldn’t have said this better myself. Networking makes major sense for every Lean Executive, including you.  

Incidentally, the AME flyer specifically did NOT mention that networking is an ideal way to position yourself for long-term career advancement.  Sure, your current employer may not be struggling with layoffs, salary reductions or other recession-induced  issues – now. More about this below. Just remember, “who knows you …is important to your success.” read more »

“There is a better way for everything. Find it.”

Thomas Alva Edison

Turbulent times provide ample opportunities for success, if we approach things with the right frame of mind.

by Adam Zak 

In my role as an executive recruiter specializing in helping companies with Lean transformation, I’ve been spending a lot of my time lately speaking with people all over the world who are wrestling with complex decisions. I thought I’d share some of my observations with you, and in turn, hope that you will share your thoughts with me. 

Everywhere we turn, there’s advice heralding “How to manage in a crisis,” or “New rules for surviving the crunch.” Just the other day I heard a discussion on PBS involving business writers trying to agree on a title for what the economy is going through. And there was no consensus (imagine that, from business writers). 

Crisis Breeds Opportunity 

Craig Barrett, recently retired CEO of Intel told Newsweek readers, “There is a general rule in business life: market share is won or lost during transitions. You cannot save your way out of a recession, you can only invest your way out.” No one is denying that cutting costs is essential to surviving 2009, but we Lean disciples have always practiced a different philosophical approach. As we look for ways to eliminate waste and improve productivity, we are always focused on getting better. In early February Muhtar Kent, Coca-Cola’s CEO told the Wall Street Journal “I’ve been through this movie in smaller versions a number of times in the past…times like these are not an excuse to sit back and ride out the storm.” And this week, at a global sustainability conference in Chicago, I spoke with Rick Frazier, Coke’s VP Supply Chain, who told me they were leveraging their Lean & Green efforts even more dramatically during this time of uncertainty. 

“A recession creates winners and losers just like a boom,” observed Mauro F. Guillen, a professor of international management at the University of Pennsylvania’s Wharton School in BusinessWeek. Let’s chose to be among the winners.  read more »

“Respect for people: Very few businesses start up only on the backs of the sole founder. It takes a team.”  Jamie Flinchbaugh 

Just a few days ago Jamie blogged over at LeanBlog about the Lean Entrepreneur. With layoffs mounting at even the Leanest Thinking companies, he argued that this might be just the time for “lean-minded” individuals to strike out on their own and start new businesses. In fact, some quick research I did indicates that 16 of the 30 DJIA (Dow Jones index) corporations were launched during past recessions, among them Microsoft, Hewlett-Packard, and Walt Disney, for example. Jamie makes a persuasive point. 

And he’s also on target writing that Lean Thinkers’ clear focus on “customer obsession,” “direct observation” and “respect for people” can add tremendous value to the new venture.  But I might have changed the order a bit and put “respect for people” first. So here’s some additional perspective on the importance of the team – people – to the success of your new business undertaking.

In my earlier days I spent some time in Silicon Valley helping start two companies, one which turned out moderately successful and was sold to a strategic buyer, and one which burned to a crisp and was eventually abandoned.  These two experiences qualified me for a very small seat at the venture capital table, and I found myself assessing the viability of entrepreneurial ventures as they were brought to our attention. 

I learned that, without question, the start-up team is absolutely the most critical element in the success or failure of a new company.  Analyze carefully your own strengths and weaknesses and recruit others who can balance and complement these.  Sure, it may be your brilliant idea for a phenomenal product or service, and you may be hesitant to share decision control, execution responsibility and eventual profits with others.  But unless your business is high-powered consulting (think Deming, Drucker, Ram Charan, or James O. McKinsey – well, you get the picture) you are not likely to make the big time on your own. read more »