In his book, The ONE Thing: The Surprisingly Simple Truth Behind Extraordin

I am writing today about “bootstrap kaizen.” This is something I have been thinking about for a while.

If you are a CEO of a manufacturing company with many value streams, it’s impractical to think that you have the time to review all the performance measures of every value stream in your company.

Leaders lead. Those two simple words conceal the complicated fact that being a change agent means confronting the failures of the past and confidently facing the promise of the future.

It takes guts to come to the heart of high tech, in San Francisco, and preach a message that is about putting people—women, no less—onto the assembly lines of America’s factories.

Traditionally, managers have relied on the annual performance review to provide employees with feedback.

It finally came to me last week. For more than a decade I’ve been working with corporations, trying to help them accelerate their ability to generate new, interesting ideas to market as viable products and services.

Every company I speak at, every leader I coach, I see a constant pattern: Virtually everyone sees struggle as something negative.

This is the second half of our two-part interview with Doug Fair, who is the chief operating officer of InfinityQS.