Ruhr Region
๐ ๐ฝ๐ฎ๐ฟ๐๐ป๐ฒ๐ฟ ๐๐ถ๐๐ต ๐ฒ๐ ๐ฒ๐ฐ๐๐๐ถ๐๐ฒ๐ ๐๐ผ ๐ฏ๐๐ถ๐น๐ฑ ๐ถ๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ ๐ฐ๐๐น๐๐๐ฟ๐ฒ๐ ๐๐ต๐ฎ๐ ๐ด๐ฟ๐ผ๐ ๐ฝ๐ฒ๐ผ๐ฝ๐น๐ฒ ๐ฎ๐ป๐ฑ ๐ฑ๐ฒ๐น๐ถ๐๐ฒ๐ฟ ๐ฟ๐ฒ๐๐๐น๐๐. After 27 years at Procter & Gamble, Danaher, and Johnson Controls, I keep seeing the same pattern: Most leaders want the results of continuous improvement. Few are willing to build the discipline it takes to deliver them. There is a German saying. "Wash my fur, but don't make me wet." That mindset is the single biggest reason continuous improvement programmes fail. Tools are common. Discipline is rare. I write about what actually works. Not the textbook version. The version you see at Gemba, the real place where value is created for the customer. ๐ช๐ต๐ฎ๐ ๐๐ผ๐'๐น๐น ๐ณ๐ถ๐ป๐ฑ ๐ต๐ฒ๐ฟ๐ฒ: โถ Why most executives think their teams are at maturity level 3 when they are at level 1 โถ How to read a new process in 5 minutes โถ What "Watermelon KPIs" look like and what to do about them โถ Why advice given too early kills ownership โถ How to coach instead of fix โถ The difference between a culture that improves and one that performs improvement ๐ฅ๐ฒ๐ฐ๐๐ฟ๐ฟ๐ถ๐ป๐ด ๐๐ต๐ฒ๐บ๐ฒ๐: โถ Gemba over conference room โถ Coaching over commanding โถ Stabilise before you improve โถ Grow people AND deliver results ๐ช๐ต๐ ๐บ๐ฒ: โถ 27 years building improvement cultures at P&G, Danaher, and Johnson Controls โถ Led businesses up to $0.5B using the Danaher Business System and P&G's Brand Building Handbook โถ Still going to Gemba. Still learning. Still being challenged by my own coaches ๐ฃ๐น๐ฒ๐ฎ๐๐ฒ ๐ณ๐ผ๐น๐น๐ผ๐ ๐บ๐ฒ ๐ต๐ฒ๐ฟ๐ฒ ๐ณ๐ผ๐ฟ ๐ฝ๐ฟ๐ฎ๐ฐ๐๐ถ๐ฐ๐ฎ๐น, ๐ต๐ผ๐ป๐ฒ๐๐ ๐ถ๐ป๐๐ถ๐ด๐ต๐๐ ๐ผ๐ป ๐ฐ๐ผ๐ป๐๐ถ๐ป๐๐ผ๐๐ ๐ถ๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ ๐ฎ๐ป๐ฑ ๐๐ต๐ฒ ๐น๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ ๐ฏ๐ฒ๐ต๐ถ๐ป๐ฑ ๐ถ๐.
Johnson Controls is a world leader in smart buildings creating safe, healthy, and sustainable spaces. For more than 140 years, we have made buildings better and now weโre transforming them again with our award-winning digital technologies and services. Weโre using artificial intelligence and data driven solutions to give you deeper insight into your buildingโs health, sustainability and performance. Itโs changing the way we design, operate and maintain indoor environments and driving to a new era of autonomous buildings. We are building Johnson Control's new Business System to help us win with our customers. The Business System focuses on three areas: a) what to work on (simplify), b) how we work - process (accelerate), and c) how we augment (amplify). If you like to work for us, please check our open positions https://on.jci.com/4mixAjI
Cytiva has been Danaher's biggest ever acquisition (previously known as GE Biopharma). How do you integrate such a large acquisition into Danaher and the Danaher Business System (DBS)? How do you improve business performance and people development for continuous improvement in parallel? Interesting to learn how two seemingly similar continuous improvement approaches (Lean Six Sigma in GE and Danaher Business System) are very different indeed ...
How do you improve growth from innovation across a portfolio of 20+ operating companies in Danaher? This has been my team's task during this assignment. We measurably increased growth from innovation for Danaher through continuous improvement driven by the Danaher Business System (DBS), including new innovation tools such as Launch Excellence. Contact me if you want to learn more about how Danaher value propositions stack up vs P&G value propositions ... ;-)
How do you develop a marketing organisation so that the orders initiated by Marketing tripled in just 2 years? My team and I employed transformative marketing (i.e. one of the tools from the Danaher Business System). Contact me for stories about working for a second great German brand (Leica) and the relationship between Leica Microscopes and Cameras. I can also explain where Wetzlar is (in case you don't find it on the map :).
How do you turn around a suffering portfolio (BRAUN Irons & Watches/Clocks) so that it delivers a positive operating profit? Contact me to learn more about a) conducting consumer in-home visits in Saudi Arabia, and b) working for one of the best known German design brands (BRAUN).
How do you accelerate growth for 2 detergent brands in 5 Eastern European countries so they growth double digits for the first time since 2000? Contact me for stories of visiting low-income consumers in all 5 countries - one family just a 5-minute walk from P&G's Budapest office - it teaches you humility.