Much has been written about leadership; what it is, who should be doing it, how they should be doing it, what models work in which situations and how companies might apply those models for organisational effectiveness.
Much has been written about lean thinking; what it is, how it works, what the tools, techniques and concepts are and how different companies can translate those concepts into working models for their business.
Both leadership and lean thinking are seen as enablers for organisational success and yet…
- Many organisations still struggle to deliver sustainable profits and growth
- Many organisations still struggle to effectively attract, deliver for and retain their ideal customers
- Many organisations still struggle to be sufficiently agile to innovate and create remarkable products and services to compete in or lead their market
- Many organisations still struggle with the internal conflict of function/division v the business as a whole
- Many organisations still struggle to recruit, develop, retain and engage inspired employees who are capable and motivated to deliver for their customers
Perhaps it’s time for a different approach?
If the answer is yes, could that approach be Leanership™ - the art of leadership combined with the science of lean thinking applied by people to create lean enterprise.
In part 2 I will talk about what Leanership™ is and why it may be just that different approach to deliver real transformation.
