Managers at high-velocity organizations realize the importance of both delivering products and the continuous improvement of the processes necessary to deliver those products. By mentoring their teams on how to integrate continuous improvement as part of their jobs AND giving them the time to do it, "... the organization's ability to be reliable and highly-adaptive becomes self-reinforcing."
High-velocity managers focus on making their organizations self-diagnosing and self-improving. To make them skilled at detecting problems, solving them and to compound the effect by sharing that knowledge throughout the organization.
This is my final post about Chasing the Rabbit by Steve Spear. The remainder of the book provides examples of how high-velocity organizations like Alcoa and Toyota implement these capabilities and the disasters of some low-velocity organizations that didn't. I encourage you to pick up a copy. It's a very interesting read.
High-velocity managers focus on making their organizations self-diagnosing and self-improving. To make them skilled at detecting problems, solving them and to compound the effect by sharing that knowledge throughout the organization.
This is my final post about Chasing the Rabbit by Steve Spear. The remainder of the book provides examples of how high-velocity organizations like Alcoa and Toyota implement these capabilities and the disasters of some low-velocity organizations that didn't. I encourage you to pick up a copy. It's a very interesting read.
