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Analysis is a good thing. Being slow and careful is wise. Rewarding people for performance makes perfect sense. Creating a plan and following it is the best way to get things done. And we should strive to be the best at whatever we do. When we have our analytical hats on, we know these statements are true. But they aren’t the whole truth. Intuition is also a good thing. Being fast produces essential feedback. Purpose works better than incentives for engaging. Probing a complex environment and adapting to its response is the right way to change a complex system. And being the best can get in the way of gettingeven better. When we are wearing our intuitive hats, we feel that these things are terribly important. So which hat should we wear? In the last quarter of the 20th century, western companies drifted into the habit of wearing analytical hats most of the time, while the intuitive hats got dusty on the shelf. But since the turn of the century, companies that sport intuitive hats seem to be doing very well. In fact, if we’re not careful, they might become a threat to our business. A company with a lean mindset wears both hats at the same time and knows how to leverage the advantages of each. For those of us who have gotten into the habit of wearing our analytical hats most of the time, a lean mindset means moving our thinking:
· from analytical toward intuitive
· from slow toward fast
· from individualistic toward cooperative
· from disciplined toward adaptive
· from being good toward getting better
This workshop will present research, case studies, and exercises to help you understand what a lean mindset is and how it can help your company become more productive, deliver faster, and experience significantly higher quality.
EPFL, CH-1015 - Rolex Learning Center Auditorium
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