Your market is shifting, your competitor just pulled ahead, and the one person who could execute the next move has resigned. You can’t get more data fast enough, yet the window to act is closing.

Organizations are eager to benefit from generative artificial intelligence.

Small to midsize manufacturers are facing mounting pressure from unpredictable supply chain disruptions.

In October 1989, my company hosted Total Improvement Process Week, one of the most productive experiences of my career.

It’s called “work” for a reason. Most days we’re able to “work” through it and find enjoyment in what we do. But occasionally we’re faced with a grind that saps our strength and threatens to derail us.

Promoting a “flat hierarchy” with fewer layers of managers might sound modern and progressive. It promises agility, equality, and empowerment.

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In this article I’m looking at the notion of organizational purposes in light of cybernetic constructivism. The ideas here are inspired by giants like Stafford Beer, Spencer Brown, Ralph Stacey, Werner Ulrich, Russell Ackoff, and Erik Hollnagel.

The plant manager’s day started perfectly. The production schedule was optimized, the teams were aligned, and the shift was running smoothly. Then, a critical pump on Line 3 failed.

Quality initiatives rarely fail because of bad tools. They fail because people don’t adopt them.