Tales from the Pyramid – the Swiss cheese

Swiss cheese as most people imagine it is a holed one. The pyramid in this post looks much like a portion of Swiss cheese, with holes in its middle layer. These holes stand for rogue middle managers who don’t align to corporate objectives, resist change or passively sabotage improvement programs. Their behavior have various backgrounds … Continue reading Tales from the Pyramid – the Swiss cheese

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Tales from the Pyramid – Base first

Some improvement initiatives start bottom-up, especially in bigger companies or corporations, when a department manager or local executives decide a Lean deployment program launch without a formal go from top-most bosses. It can also be a pilot workshop in some area, “just to see” the outcome, agreed by top but without much of their involvement. … Continue reading Tales from the Pyramid – Base first

Tales from the Pyramid – the torn pyramid

Post after post in the Tales of the Pyramid series I describe what happens to the corporate hierarchical structures, usually pyramids. This time the pyramid is torn. Half of the organization moves ahead and backs up the project while another half resists change. Typical example is a broad market strategy change that requires to renew … Continue reading Tales from the Pyramid – the torn pyramid

Tales from the Pyramid – Head first

Imagine a bold general in front of his troops, commanding the assault against the enemy. Spurring his horse to assault he dashed. Alone. His troops didn’t move. It’s more or less how some top executives must feel, when confident about the tactical moves and their overall strategy, they order the decisive manoeuvre but the bulk … Continue reading Tales from the Pyramid – Head first

Tales from the Pyramid – the hole in the pyramid

No senior manager ever denied his/her organization does not suffer a hole in the pyramid. I coined this expression (originally in French) after seeing it in all companies I visited as a consultant. Pyramid with a hole The hole in the pyramid is a management vacuum left by middle managers who do not (fully) take … Continue reading Tales from the Pyramid – the hole in the pyramid

Tales from the Pyramid – What versus how

Newly promoted team leaders or even managers do not always know how to behave in their new role, especially those climbing up the ladder from operations and technical backgrounds. What these new managers do not always understand is the sudden switch from orders to carry out to empowerment with more autonomy and decisions to take. … Continue reading Tales from the Pyramid – What versus how