The Models

As many of my concepts leverage from others, I've directly cited those instances where the original words best communicate the ideas under discussion. Some models in the text are my own development. Others are derivatives of common models transformed into Operational Excellence applications. When leveraging from others, the original thinkers are given full credit. The book contains more than 20 models and figures that help provide context and clarity to the ideas under discussion. Highlighted below are key representatives of those models. 

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Fig 1.1 - Lewin Change and Force Field Model

 

This landmark model is included in the discussion of the precursors that must exist in our organizations before we can honestly consider pursuing excellence. Here, one of the most important precursors is for a company to have a viable organizational change management system in place.

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Fig 3.2 The Organizational Culture Assessment

 

Leveraging from the CVF, the OCAI provides a valuable instrument to map a culture so that leaders can assess the relative strength and focus of their organization and strive to close gaps between their current culture and the preferred culture desired in a future state. 

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Fig 4.2 OODA Loop

 

One of several heuristics employed to demonstrate applications available to improve our decision-making, the OODA loop discussion includes information on John Boyd, the developer of the OODA loop. Surrounding discussion include's Boyd's fascination with the Toyota Production System and the Eastern ideas of continuous improvement.

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Fig 6.4 Risk and Opportunity Thinking

 

Pulls together previous ideas and shows how the Competing Values Framework can be employed to improve our risk and opportunity thinking.  Demonstrates how we can not only effectively mitigate risks, but how we can employ new ways of thinking to capitalize on opportunities that will allow the business to grow and achieve breakthrough levels of performance.

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Fig 10.1 Design Thinking

 

New ways of thinking will be required to succeed in our new world. Design Thinking on its own isn't a new idea. But combining it with other philosophies and approaches employed throughout the book can help ensure our businesses keep their focus where it belongs, on the customer.

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Fig 2.2 - The Competing Values Framework

 

​Introduced early in the book, the Competing Values Framework (CVF)  is central to the theme that business leaders can unlearn some ideas to realize we don't have to choose between one choice or another when both are required. We can seek to have both as long as we prioritize what is important when.

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Fig 4.3 Management Styles

 

The discussion surrounding this model begins with Katz's Management Skills model. It then transitions to provide context and insight into why the ideas of Lean and Six Sigma have not been successful in driving transformational improvement across our companies.

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Fig 5.1 Strategic Goal Deployment

 

One of several strategic planning models employed in the book, Fig 5.1 walks through the Hoshin Kanri planning process. This powerful tool can help companies turn strategic planning and goals into tactical actions flowed-down throughout the company to align everyone towards the pursuit of a common vision. 

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Fig 9.2 The Problem-Solving Process

 

All companies have problems - most now have many more in our post-pandemic world. Our effectiveness in solving problems serves as a competitive advantage that can separate us from the competition. An effective problem-solving process is simple, but has historically proven to be a rarity within most companies. It's time for us to change that.  

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Fig 12.2 Process View of Cost

 

The Application chapter analyzes three different approaches we can focus on: cost, price, and value. Discussion highlights flaws in the legacy focus on price. It then introduces new considerations we must account for when focusing on cost. This includes new learning from the coronavirus pandemic to ensure we deliver the best value to our customers.