Design Thinking, Agile and Lean are ways of innovating that focus on building products and services that create customer value and take the risk out of development and delivery processes. But each method has a specific focus and combination of tools, as well as suitability for different projects.
Building a successful organization requires more than hiring smart people with the right skills. It also requires a mutual sense of purpose — a strong company culture. Even before COVID-19, that was no small task. Darden experts weigh in on frameworks for improving the quality of culture, as well as building the kind that benefits all involved.
Hoshin Kanri is effective strategy deployment without a bureaucratic air but with a commitment to continuous improvement. Elliott Weiss and Austin English describe the simple construct that increases engagement at all levels, detailing general concepts, basic steps, and keys to successful implementation and iteration.
Process-improvement activities may take many forms. One widespread technique is A3 thinking, a structured and easy to understand method for problem-solving, proposal writing and status reporting. Here, an example of integrating the six-step process into one’s personal life: Losing weight and maintaining the results.
As COVID-19 continues to spread, hospitals in the hardest-hit areas operate at near capacity. Professor Elliott N. Weiss believes that understanding capacity management and other fundamental concepts in operations can help us make sense of the current crisis and invites us to examine it through the lens of operations.
To keep baseball a game worth playing, yet promote the self-determination of its players, MLB adopts policies intended to balance the competing American institutions of baseball and independence.
Despite its origins in manufacturing, lean thinking has shown the potential to transform other process-oriented industries, including healthcare. According to Darden Professor Elliott N. Weiss, when it comes to process improvement and eliminating waste, lean is as effective in the hospital as it is on the factory floor.
A group of prominent CEOs recently issued a statement encouraging business to create value for all stakeholders, not limited to investors. Ed Freeman and his colleagues have been working with Stakeholder Theory for decades. Here, Darden professors across disciplines offer examples of how businesses can (or already are) prioritizing stakeholders.
To compete in today’s complex business environment, executives must excel at making decisions with an enterprise perspective. Darden Professor Elliott N. Weiss’ 9 Cs Enterprise-Perspective Model offers a useful decision-making framework.