Content By Gwendolyn Galsworth

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By: Gwendolyn Galsworth

We are fast approaching the time when companies realize and are ready to accept the astonishing power of empowering people, and the remarkable changes that can result. Yes, people as a resource for ideas is at the core of a transformed work culture and incalculable financial benefits—as long as we are mindful of the traps.

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By: Gwendolyn Galsworth

What's the big difference between visual and lean? Answering that question brings us closer to understanding our premise for the short series I began in issue 23 of The Visual Thinker (May 27, 2017), with the article, “Lean Alone Is Not Enough.” But first we must raise the question under the one I just asked: Why is an answer important?

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By: Gwendolyn Galsworth

The one complaint—the one problem—that nearly every company puts at (or very near) the top of its list of challenges is communication. George Bernard Shaw, the famous Irish playwright, sets us straight on this when he said: “The single biggest problem in communication is the illusion that it has taken place.”

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By: Gwendolyn Galsworth

There is an enemy in your company, and it’s invisible. You can’t see it because it literally is not there. Yet its impact is massive on every level of the enterprise, from boardroom to marketing to operations to the field staff. And the only way we have even the smallest chance of destroying it is by focusing on what it causes... its footprint.

Can you name it?

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By: Gwendolyn Galsworth

The year: 1989. Florida Power & Light had just won the Deming Prize, Japan’s national quality award, and became the first overseas company to do so. There were a lot of high-flown speeches in the aftermath and deservingly so. But for me, what stuck were the words of CEO Charles Turner.

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By: Gwendolyn Galsworth

One of my favorite sayings is, “Nothing changes if nothing changes.” The reverse is also true: If nothing changes, nothing changes. Perfect! So I was more than a little surprised recently when I visited a company that had made a sizeable investment in bringing continuous improvement into the organization. The surprise was not the decision to do so; my surprise was that there was so little result after more than a year.

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By: Gwendolyn Galsworth

The barracuda is an ambush fish, capable of speeds of 25 mph and feared by all but killer whales and sharks. If confronted by one of those enemies and there is no place to hide, the barracuda simply attacks. Whether hunting or escaping, the barracuda is a formidable predator.

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By: Gwendolyn Galsworth

Often enough, you have heard me say that 50 percent of our brain function is dedicated to finding and then interpreting visual data. This is not whimsy. This is not speculation. This is fact. The eye rules. Though we utilize our other senses quite naturally (sound, taste, smell, touch), visuality rules. We are sight-dominant beings.

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By: Gwendolyn Galsworth

In a visual workplace, information is converted into simple, universally understood visual devices and installed in the process of work itself, as close to the point of use as possible. The result transforms a formerly mute work environment into one that speaks, eloquently and precisely, about how to use it effectively and efficiently.