According to the Oxford Dictionary, Kaizen is a Japanese business philosophy of continuous improvement of working practices and efficiency. Hollingsworth Consulting facilitates Kaizen rapid improvement process sessions that encourage teamwork and personal discipline to identify problems, then develop solutions and a plan to implement and measure the proposed solution.
Being innovative, is a trait that has been considered as more innate and hereditary as opposed to being self taught or trained. The truth is, being innovative can be learned.
Through Hollingsworth Consulting’s approach to simplify and achieve, we breakdown Elon Musk’s innovative process according to his interview by the Wall Street Journal.
“It is not about you. It is about them.” Simon Sinek describes the best approach for your organization to pivot during a crisis. Otherwise you risk losing customers.
The “Voice of the Customer” provides you with insight about “them.” It is fundamental in Lean Six Sigma.
Click here for three steps to prevent losing customers.
Change is essential for both survival and growth. It is complex and challenging for organizations.
“It is not necessary to change. Survival is not mandatory.” W. Edwards Deming
Want to grow the impact of your organization? Learn more about opening doors for change with three tools including: Gemba, ...
People don’t change until they feel the heat. Everyone is feeling the heat from the Covid-19 pandemic. Companies such as Toys R Us and Kodak failed to respond when they felt the heat from competition.
“If you can’t stand the heat, then get out of the kitchen.”
The key to change is reducing barriers.
Click here to schedule a FREE session to identify your barriers to making needed change.
Want to become a change agent? Learn more about reducing barriers with three questions including:
- What step moves the organization closer to the desired outcome?
- What is a compelling cost ...
Click here for the three questions to help you lead change.
The costs of inaction are high. Toys R Us faced mounting threats for more than a decade but chose the status quo. They went from 800 stores to two. Click here for a free session to identify the threats driving the need for change.
Change is necessary. The Covid-19 pandemic accelerates the pressures to immediate and larger threats. We’ll cover four simple questions to begin the process of leading change such as:
- What is the change your organization needs?
- What are the barriers in the way of this change?
Everyone is experiencing uncertainty from the Covid-19 pandemic, the black lives matter movement, unemployment instability, upcoming elections, etc … Don’t allow your organization to be paralyzed and doomed by this uncertainty.
Adapt in this rapidly changing world. Convert threats from an uncertain economy into business opportunities for profit and impact.
Click here to register for a FREE session to identify the unique threats preventing your organization from enduring and reaching its full potential.
We’ll cover three simple questions that will lead your organization to maximize profits and grow the reach of your impact. The first question after we identify threats experienced in uncertainty: What have you learned from the “Threats” to create a new strategy?
Leadership Coach Rachel Thalmann challenges us to “Embrace the Suck” of the Covid-19 pandemic in her recent article reflecting on thoughts from a POW survivor. Well known companies are failing as a result of the pandemic because they don't adjust after this punch in the gut.
I faced a pivotal moment 5 years ago, and learned from that “gut check.” Today, I am an Ironman and a successful fundraiser. Your organization will grow profits (income) and thrive by responding to questions such as: “What did I learn from the Covid-19 pandemic 'gut check'?”
A crisis in the present stops us from thinking about the future. We discuss the importance of strategic thinking and share 4 simple questions including:
- What are those impacts to your customers?
- What drastic changes have you made to the way you operate?
- What opportunities do you see when we exit this crisis?
These 4 questions will prevent problems caused by overreacting. They will create a vision for your team.