Yesterday my friend Laci, whom I haven't heard from in a while, called me and asked how I was doing. After a short conversation, he blurted out that he saw that I had started working with organizational development
I came across two confusingly similar stories the other day, both dealing with the issue of empowerment. In the first case, an old colleague of mine joined a small business. As a group leader
I think it is true for all kinds of production that we want to produce good quality at low cost, only the definition of good quality and low cost changes. The two endeavors can be completely well handled
The fact that I grew from a simple assistant to an executive position, and in this process my colleagues did not change much, so they had to adapt to the change, brought some funny
"You see, what you say is good, I didn't even think about that, that it's not enough to develop myself, see things, and move forward, but I also have to pull them along
From the beginning, my desire, if you like my vision, was that I would like to work in a calm and stable manner, if possible, not to do firefighting daily, but to focus on essential tasks. As a leader
I am re-reading Robert Maurer's book: One Small Step Can Change Your Life: The Kaizen Way, which is the best book I know for understanding the kaizen philosophy and its practical application
There are awkward situations in the life of a company when it is very unclear how to proceed. We get some vague hint that we are being sold, there is a big complaint, and we
I was already working as a managing director, when the factory and the company group came under American ownership. New expectations, reports, SOX and lean soon arrived. There were things
Last week, we were reminiscing with a former colleague, and the story of my second most expensive bad decision came up. At that time, I was asked to represent the European factories in a project
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