By Mark Graban
What does it really mean when a problem “comes back” after a team thought it had been solved? In this episode, Mark Graban reads his article, “We Thought We Solved …
A construction worker named Sean Dow was working on the 22nd floor of Pfizer’s former Manhattan headquarters, a massive office building now being converted into residential apartments with additional floors …
A title change is not a culture change. In this episode, Mark Graban draws on his early experience at GM in the mid-1990s — where “foreman” became “team coordinator” overnight …
Blog post with links Three years ago, The Mistakes That Make Us came out. Around the same time, Elisabeth Swan published Picture Yourself a Leader. Both books' third birthdays felt like a decent …
Most AI tools answer your question with a 500-word essay full of numbered steps. You nod, close the tab, and carry on doing what you were already doing. The Lean …
Read the blog post TL;DR: A sound check, live song requests, and a naming regret — what watching Brandi Carlile perform taught me about specific problem-solving, vulnerability, and continuous improvement. …
The blog post TL;DR: Deming and Toyota’s Fujio Cho asked the same uncomfortable question: why do management systems destroy motivation in people who started out wanting to do good work? The …
Read the blog post TL;DR: In a 1993 speech, Toyota leader Fujio Cho said organizations can create their own Lean systems, but success depends on three principles: leaders going to …
The blog post What if a book could become an interactive coach instead of a static reference? In this episode, Mark Graban shares a behind-the-scenes look at his experiment turning …
The blog post In this episode, I explore the 1987 NUMMI Management Practices Executive Summary — a confidential General Motors report that documented why the joint venture between GM and …
