Leading Lean. Ensuring Success and Developing a Framework for Leadership

Spis treści książki

• Foreword
• Preface
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
• 1. Overcoming Todays Crisis in Leadership
  • Delivering Customer Value: An Enterprises Ultimate Goal
    • Defining Value
  • Recognizing the Crisis in Leadership Today
  • Ten 21st-Century Leadership Challenges
    • Challenge #1: Self-Development for Leaders
    • Challenge #2: Outdated Leadership and Management Styles
    • Challenge #3: Customer Centricity and Value Delivery
    • Challenge #4: Prioritizing Profit Above All Else
    • Challenge #5: Cost Reduction Survival Strategies
    • Challenge #6: Strategic Misalignment
    • Challenge #7: Hierarchies and Silos
    • Challenge #8: Traditional Development Practices
    • Challenge #9: Technological Advances and Global Competition
    • Challenge #10: Outmoded Workforce Development Practices
  • Why Agility Isnt Easy for Leaders
  • Leading Lean Is All About Embracing Agility
  • Conclusion
• 2. The Modern Lean Framework
  • Staving Off Extinction through Continuous Evolution
  • Leading in Our 21st-Century Connected World
    • Understanding the Journey Ahead of You
  • Toyota and the Lean Mindset
    • The Toyota Production System
      • The Lean mindset
      • Lean thinking
    • The Pillars of The Toyota Way
      • Continuous improvement (CI) pillar
      • The spirit of challenge
      • Kaizen
      • Genchi genbutsu
      • Respect for people pillar
      • Teamwork
      • Respect
  • Leading in the Era of Modern Lean
    • Leading Self
    • Leading Others
    • Leading Outside In
    • Leading Enterprise Wide
    • Leading Innovation
    • Leading Culture
  • Conclusion
• 3. Leading Self
  • Believing and Trusting in Yourself Through Self-Development
  • Developing a Healthy Mind and Body
    • Eliminating Chaos
    • Keeping a Healthy Body
    • Make Time for Yourself
    • Understand Your Own Reality
  • Developing a Bias Toward Action
  • Facing Challenging Situations Head-On
    • Leveraging Common Sense for Problem Solving and Decision Making
    • Just the Facts
    • An Ounce of Common Sense
  • Tapping into Your Emotional Intelligence
  • Displaying Persistence and Tenacity
  • Allowing Yourself to Always Become the Student
  • Conclusion
• 4. Leading Others
  • Defining Servant Leadership for the 21st Century
    • Origins of Servant Leadership
    • Characteristics of Servant Leadership
    • Why Servant Leaders Are So Important to the Lean Enterprise
    • Becoming a Lean Servant Leader
      • Develop your True North
      • Drop the Lone Ranger act
      • See the potential in everyone
      • Seek out and provide whatever is needed
      • Look at problems as opportunities for improvement
      • Develop an inquisitive mind in yourself and others
      • Build a tolerance for failure
      • Encourage independent thinking
      • Leave your ego and pride at the door
  • Respecting Others on the Road to Continuous Improvement
    • Giving Context to Respecting Others
  • Thinking with a Kaizen Mind
  • Acknowledging Your Responsibility to Develop Others
  • Learning to Serve While Developing Others
    • Kaizen and the PDCA Cycle
    • The Evolution of PDCA and TBP
    • Learning to Serve through TBP
  • Case Study: The Eight Steps of TBP in Action
    • Step 1: Clarify the Problem (Plan)
    • Step 2: Break Down the Problem (Plan)
    • Step 3: Set Targets (Plan)
    • Step 4: Perform Root Cause Analysis (Plan)
    • Step 5: Develop Countermeasures (Plan)
    • Step 6: See Countermeasures Through (Do)
    • Step 7: Monitor Both Results and the Process (Check)
    • Step 8: Standardize Successful Processes (Act)
  • Using OJD to Develop Others
    • Step 1: Pick a Problem with Your Team (Plan)
    • Step 2: Appropriately Divide the Work Among Accountable Team Members, Making the Direction Compelling (Plan)
    • Step 3: Execute within Broad Boundaries, Monitor, and Coach (Do and Check)
    • Step 4: Feedback, Recognition, and Reflection (Act)
  • Conclusion
• 5. Leading Outside In
  • Measuring Success in Customer-Centric Companies
    • Churn Rate
    • Customer Lifetime Value
    • Net Promoter Score
  • Zeroing In on Your Target: Customer Experience
    • Understanding the Eight Stages of CXLC
  • Identifying Customer Personas
    • Developing Relevant Customer Personas
    • Keeping Personas Simple
  • Designing Customer Journeys That Matter
    • Research
    • Evaluate
    • Purchase
    • The Role of Emotions in the Customer Experience
    • Conducting Customer Experience Journey Mapping (CXJM)
      • Step 1. Define the scope and objectives of the journey mapping exercise
      • Step 2. Perform research to analyze and evaluate existing customer data
      • Step 3. Identify the personas youll use to map the journeys
      • Step 4. Conduct a CXJM workshop to create the initial maps
      • Step 5. Validate the CX journey map using your customer research
      • Step 6. Publish and socialize your CX journey maps
      • Step 7. Prioritize and implement your improvement ideas
  • Building a Mindful Omnichannel Customer Experience Strategy
    • How Do You Define Omnichannel, Anyway?
    • BMW, The Ultimate Driving Machine
    • BMWs Crystal-Clear Messaging
    • The BMW OCXS
    • Considerations for Building a Mindful OCXS
      • Simplicity and fluidity
      • Reachability
      • Personalization
      • Purchase convenience
      • Service Convenience
    • Building a Comprehensive OCXS in Eight Steps
      • Step 1. Create a clear OCX mission and vision across the entire CXLC
      • Step 2. Identify your CXLC
      • Step 3. Create your CXJMs using your personas
      • Step 4. Create your brand that integrates well across all channels
      • Step 5. Build out and/or revise your channels
      • Step 6. Capture customer feedback and gather insights in real time
      • Step 7. Personalize the experience across your channels
      • Step 8. Constantly strategize, monitor, and scale
  • Conclusion
• 6. Leading Enterprise Wide
  • Recognizing the Importance of Enterprise Alignment
    • Understanding the Importance of Alignment and Engagement
  • Starting with the Endgame in Mind
  • Building a Centralized Strategic Decision-Making Framework
    • Understanding the Strategic Planning Process
    • Nine Steps to Creating Your Strategic Planning Canvas
      • Step 1 (Plan): Scan your environment
      • Step 2: State your customers
      • Step 3: Identify your strategic objectives
      • Step 4 (Plan): Identify competitive opportunities
      • Step 5 (Plan): Design your key results
      • Step 6 (Plan): Define tactics and operational tasks
      • Step 7 (Do): Engage the workforce to execute the strategy
      • Step 8 (Check): Measure and report the results
      • Step 9 (Act): Evolve and optimize the process
    • The New Horizons Strategic Planning Canvas
  • Creating Your Investment Strategy
    • Developing a Successful Investment Strategy: Apple Disrupts Sony
    • Factors to Consider When Setting Your Targets
    • Developing Your Investment Allocation Targets
      • Setting investment targets for New Horizons
  • Developing Your Strategic Roadmap
    • Building the New Horizons Strategic Roadmap
  • Releasing Value in Increments: MVP Release Planning
    • Completing the MVP Release Plan
    • Building the New Horizons Service Department MVP Release Plan
  • Conclusion
• 7. Leading Innovation
  • Fighting Off Extinction Through Innovation
    • Innovation Isnt New!
    • Defining the Qualities of Innovation
      • Human thinking
      • Context
      • Collaboration
      • Iterative and incremental processes
      • Failure tolerance
      • Moxie
      • Disruption
  • Thinking with a Disruptive Mind
    • Examining the Sources of Disruption
      • Markets/industry
      • Technology
      • Economy
      • Political climate
      • Workforce
      • Lean enterprise
    • Finding Disruption in the Voice of Your Customer
    • Seven Steps to Conducting a VoC Analysis
      • Step 1. Conduct VoC interviews
      • Step 2. Analyze the customer interview transcripts to develop a detailed list of customer needs
      • Step 3. Sort the list by customer type or segment and importance
      • Step 4. Prioritize and categorize each need
      • Step 5. Validate your findings
      • Step 6. Organize the needs into a hierarchy
      • Step 7. Determine how youre going to fulfill each need
  • Achieving Success Through Innovation
    • Unearthing Apples Epic Failure
    • Learning from LISA
  • Designing and Building Innovative and Disruptive Products and Services
    • Defining the Design Thinking + Lean Startup Cycle
    • Leveraging the Lean Product Canvas
      • #1. Why: The problem statement
      • #2. Who: Customer/consumer (persona) identification
      • #3. What: Value identification
      • #4. Where: Target markets and channels
      • #5. When: Product/service roadmap
      • #6. How: Product/service development
    • The New Horizons Service and Repair Mobile Device App Canvas
  • Developing Iteratively and Incrementally
  • Fostering Innovation Through Continuous Learning
  • Conclusion
• 8. Leading Culture
  • Defining Culture
    • Motivation: The Essential Ingredient
    • Defining Culture in the Context of the Lean Enterprise
  • Defining the Leading Culture Dimension
    • Quadrant I: Identifying Your Beliefs
    • Quadrant II: The Role of Values in Defining Culture
    • Quadrant III: Using Strategy to Solidify Your Behaviors
    • Quadrant IV: Bringing a Culture to Life Through Your Actions
  • Executing on the Eight Steps to a Lean Culture: New Horizons
    • Step 1: Assess Your Current Culture
      • Analyzing the New Horizons service departments culture
    • Step 2: Establish Your Lean Belief System
      • Choosing your weapons wisely
      • Turning beliefs into values through repetition
      • Preparing for the inevitable culture clash
      • Building New Horizons belief system
    • Step 3: Identify the Values That Define Your Culture
      • Bringing New Horizons Lean culture to life
    • Step 4: Define Your Motivating Behaviors by Creating Your Strategic Framework
      • Recapping New Horizons strategic framework
      • Finalizing New Horizons values
    • Step 5: Formalize the Actions Required to Transform Your Culture
      • Conducting your gap analysis
      • Determining the behaviors and actions needed to close the gap
      • Identifying your themes and kaizen teams
    • Step 6: Connect Strategy to Execution by Implementing OKRs
      • Creating a culture of perpetual forward motion
      • Measuring what matters using OKRs
      • Establishing OKRs at New Horizons
      • Ensuring accountability at the gemba level
      • Determining the practically of developing individual OKRs
    • Step 7: Conduct CFR Check-Ins to Ascertain Forward Progress
      • Conducting CFRs at New Horizons
    • Step 8: Report Progress and Make Adjustments
  • Focusing on the Critical Need for Continuous Performance Management
    • Understanding the Benefits of CPM
  • Seven Things That Must Be True to Develop a Lean Culture
  • Conclusion
• 9. Becoming a Self-Led Lean Leader
  • Seven Things That Must be True to Develop Yourself into a Lean Leader
  • Understanding the Lean Leaders Self-Development Process
    • Finding Your Sensei
  • Nine Steps to Becoming a Self-Led Lean Leader
    • Step 1: Assess Your Leading Self Beliefs
      • Assessing Jannie Petersons Leading Self Beliefs
    • Step 2: Define Your Values and Purpose
      • Building Your Personal True North
      • Developing Jannie Petersons True North
    • Step 3: Define Your Lean Leadership Objectives
    • Step 4: Identify Your Growth Opportunities
    • Step 5: Develop Your Key Results (KRs)
    • Step 6: Define Your Tactics and Operational Tasks
    • Step 7: Engage and Execute
    • Step 8: Measure and Report Results
    • Step 9: Evolve and Optimize the Process
    • Summary: Jannie Petersons Q1 Lean Leaders Self-Development Canvas
  • Conclusion: Committing Yourself to the Modern Lean Leaders Way
• Index

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