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He describes his “shock and awe” approach (my terminology) in his excellent book The Lean Turnaround , where he takes the company through several week-long kaizen events. To be sure, there is some up front training, but the emphasis is on starting the lean journey with kaizen events.
Volvo’s turnaround over the last decade offers a great example. He and Samuelsson looked to the fashion industry, hired craftsmen, and shook up the managerial ranks by hiring executives who had conceived and executed significant strategic shifts at bigger companies.
In 1973, I was fired from my first job mainly for not being able to meet deadlines in a timely fashion. We’re trained to provide answers. The man who subsequently hired me became a mentor for me during this segment of my career. It is easier, and more effective, to go back to just listening rather than talking. It makes us look good.
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