Adjusting: inextricably linked to constant innovation
Posted: Mon Dec 23, 2024 6:40 am
Benefits: Start measuring and harvesting with an emphasis on a factual account
Continue to develop: work on constant alignment and accept that there is never a linear development, but if you align it perfectly with customer needs you will experience a logarithmic development
Switch up: a somewhat ugly translation of s cale up to advance from 7 to 700, from 15 to 1500 men
Bridge: in which blockages are removed and ensure that professionals make the transition irreversible. Major changes often start with small steps.
Accelerator 4. Borg
The latest accelerator has the following building blocks:
Open architecture: in order to be able to change and grow, it is wise that processes and knowledge are easily shareable
Learning: Innovation and execution cannot exist without the ability to learn
Extra mile: those responsible for results must be hongkong cellphone number able to stand behind the ownership of the change. Anchor the change. The Lean Academy was successfully introduced at the lawyers of Nauta Dutilh to anchor a new never-finished working method.
meeting brainstorm
Give yourself time
I was a bit hesitant to pick up the almost four hundred pages. You really have to take your time. Fortunately, the book can be divided. Almost a hundred pages are appendices: analysis and process models, glossaries and quotes from the interviews: each useful as a reference. That leaves just over two hundred pages. These are logically ordered by the strategy = execution model using four accelerators. Each accelerator has six success factors, four building blocks with two hard and two soft factors. In total, you have 16 building blocks.
You get a lot: academic insights, an overarching model and many practical examples. But the author also asks something of you. You should not rush through the book. Sometimes it is wise to reread a chapter to internalize the power of strategy execution. That will give you the most return.
Continue to develop: work on constant alignment and accept that there is never a linear development, but if you align it perfectly with customer needs you will experience a logarithmic development
Switch up: a somewhat ugly translation of s cale up to advance from 7 to 700, from 15 to 1500 men
Bridge: in which blockages are removed and ensure that professionals make the transition irreversible. Major changes often start with small steps.
Accelerator 4. Borg
The latest accelerator has the following building blocks:
Open architecture: in order to be able to change and grow, it is wise that processes and knowledge are easily shareable
Learning: Innovation and execution cannot exist without the ability to learn
Extra mile: those responsible for results must be hongkong cellphone number able to stand behind the ownership of the change. Anchor the change. The Lean Academy was successfully introduced at the lawyers of Nauta Dutilh to anchor a new never-finished working method.
meeting brainstorm
Give yourself time
I was a bit hesitant to pick up the almost four hundred pages. You really have to take your time. Fortunately, the book can be divided. Almost a hundred pages are appendices: analysis and process models, glossaries and quotes from the interviews: each useful as a reference. That leaves just over two hundred pages. These are logically ordered by the strategy = execution model using four accelerators. Each accelerator has six success factors, four building blocks with two hard and two soft factors. In total, you have 16 building blocks.
You get a lot: academic insights, an overarching model and many practical examples. But the author also asks something of you. You should not rush through the book. Sometimes it is wise to reread a chapter to internalize the power of strategy execution. That will give you the most return.