Shingo Institute
Why do some organizations consistently outperform others, despite operating with similar talent, technology, regulations, and resources?
This session explores the central ideas behind Wiring the Winning Organization and the role leaders play in creating the conditions for exceptional performance.
True improvement begins when leaders recognize that performance gaps are often operational, not administrative.
More metrics, reporting, and accountability may increase pressure, but they rarely fix the systems causing the problem. Leaders must go to the point of work not to criticize employees but to observe, ask questions, and understand how organizational systems may be preventing people from succeeding.
The session examines how broken connections between teams, delayed information, limited authority, and missing resources can leave organizations “miswired.”
Effective leaders are architects of better systems, combining the right expertise and decision-making authority to solve problems where information is richest.
When organizations focus the intelligence of their people on a shared purpose, local problem solving and learning come together to produce extraordinary performance.
Resources:
- Read excerpts from The High-Velocity Edge: Chapters 1, 4, & 5 and Chapter 11 Healthcare
- Read excerpt from Wiring the Winning Organization.
Order Steve’s book, The High-Velocity Edge here
Order Steve’s book, Wiring the Winning Organization here
| Steven Spear DBA MS MS Principal, See to Solve LLC Senior Lecturer, MIT Sloan School of Management Senior Fellow, Institute for Healthcare Improvement Author, The High Velocity Edge Click Here For Steve Spear’s LinkedIn |