Content By Matthew E. May

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By: Matthew E. May


One of my favorite insights comes from Harvard’s David Garvin: “Learning will always remain something of an art, but even the best artists can improve their technique.” I like it because it quite subtly highlights two different yet intertwined activities, learning and training.

Matthew E. May’s picture

By: Matthew E. May

Innovation is at or near the center of nearly everyone’s radar screen. If you’re not looking for it in your work, you’re looking for it in your personal life, because stirring in each of us is the desire to employ our ingenuity. Thus, the potential to innovate is alive and well in everyone.

Actually doing it with any acumen and consistency is another matter entirely.

Matthew E. May’s picture

By: Matthew E. May


When I speak to groups or meet with prospective clients, one of the most frequently asked questions I field is: “What’s my first step in creating a culture of companywide innovation?” I love the question because I believe that innovation must occur at every level of the company.

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By: Matthew E. May


A good friend of mine recently recommended a wonderful documentary to me: Jiro Dreams of Sushi. I now recommend it to you. It’s a phenomenal and fascinating study of a man who embodies the disciplined pursuit of perfection.

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By: Matthew E. May

Iam an avid cyclist. Last year I purchased a piece of electronic equipment for my cycling habit, produced by Garmin, called the Edge 500. It’s a nifty little gizmo that I mounted on my bike’s steerer tube.

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By: Matthew E. May


Recently I had a conversation with a friend who was upset about some directional shifts and a looming job shuffle within his company. As I listened to the lament, I recognized that the changes he described focused on the symptoms of the issue. All of his reactions and proposed courses of action in response to the unsettling circumstances didn’t address what I could tell was something deeper.

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By: Matthew E. May

In 1996, James P. Womack and Daniel T. Jones popularized the term “lean thinking.” It was their expression for what they observed studying Toyota’s manufacturing operations: an absence of waste. Today, lean concepts have moved beyond the factory floor to become an organizing set of principles and practices applicable to all business operations and activities, including entrepreneurial startups. Every idea in your company can benefit from a lean approach, be it a product, process, service, or strategy. But what does it really mean to be lean?

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By: Matthew E. May

All I want for Christmas is a meaningful measurement. I’m tired of “technical specifications” that have no real-world application. I’m fatigued by acronyms and jargon that I can only imagine have evil engineers and masochistic technical writers in dark rooms giggling with glee (mwah-ha-ha-ha style) while rubbing their hands together as they conjure up the next little bit of consumer torture they’ll trot out under the misnomer of information.

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By: Matthew E. May

I remember when I first discovered the work of Mark Graban. The year was 2008, and I was preparing to speak to the Massachusetts Hospital Association, an audience of about 400 hospital CEOs and administrators. They wanted me to tie my work with Toyota to healthcare, which I had no firsthand experience in.

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By: Matthew E. May

In our world of excess everything, savvy innovators realize that less is actually best. They know that delivering a memorable and meaningful experience hinges on user engagement, which is best achieved through a subtractive approach. Anything excessive, confusing, or wasteful is intelligently and cleverly removed, or never added in the first place.

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