FEATURE – This article offers an exhaustive explanation of how to prepare a Concept Paper and why this is a tool that will help us to succeed in the execution of large change projects.
FEATURE – Is the traditional teaching model used in our schools obsolete? A high school in Italy has been experimenting with lean thinking and Scrum applied to students’ learning, and the results have been enlightening.
COLUMN – Creating a learning environment that welcomes problems and experimentation and adapts to market changes should be our main objective. So why do we stick to obsolete ways to teach and develop people?
INTERVIEW – We have come to dread having to interact with customer support representatives, and quite rightly so. Basecamp has made it a mission to bring humanity back to this interaction.
NOTES FROM THE GEMBA – In the web marketing world, a competitive advantage is a matter of life and death for businesses. The author meets a firm that has been leveraging lean to gain one.
BUILDING BRIDGES – This month, a CTO explains how his software company borrowed the kaizen spirit – and the idea of a dojo – from an avionics factory and put it to good use.
ROUND-UP – Looking back at the year that just ended, our editor Roberto Priolo reflects on the power and reach of lean thinking, and offers us a round-up of the best content from 2017.
FEATURE – The author offers an overview of the ingredients that made lean thinking what it is, of the 30 years of incubation it underwent at Toyota, and of its diffusion from 1980 onwards.
PROFILE – The leader we profile today has a holistic view of the digital world. He brought Agile to Australia, and after embracing lean thinking he has helped to make REA Group one of the country's best digital brands.
FEATURE – Using Carol Dweck’s distinction between fixed and growth mindsets, the author discusses how leaders should think and act to make lean possible. Looks like no fixed mindset is beyond saving.
FEATURE – Is there such a thing as a lean plan? There is, but it's not an off-the-shelf solution that will appease your boss – and that's why traditional, bureaucratic organizations continue to exist.
PROFILE – Persevering, letting people inspire you and committing to continuous learning. These are the things you need to do to successfully embrace lean thinking and, it turns out, learn to play the violin.
FEATURE – When lean seems to fail, leaders should persist and work even harder to bring people on the journey - by observing the situation, providing clear success criteria, and learning together on the job. That's what leading with lean is about.
