Podcast appearances and mentions of Steven J Spear

843: The introduction of DevOps and Agile practices revolutionized organizational management, but while these practices helped organizations tackle once-daunting challenges, other problems still remained. In order to help these companies develop better mechanisms for problem-solving and create high-performance teams, award-winning CTO Gene Kim along with his co-author Dr. Steven J. Spear wrote Wiring the Winning Organization with a groundbreaking new theory of organizational management. In this episode, Gene joins Peter in a conversation about this theory and how organizations can win by using three key approaches: slowification, simplification, and amplification. Throughout the conversation, Gene explains each of these three approaches, describes in detail the research he conducted on their benefits, and exemplifies what a successful adoption of that approach looks like. Finally, Gene shares his broader perspective on the evolution of IT, leadership, and organizational management.

843: The introduction of DevOps and Agile practices revolutionized organizational management, but while these practices helped organizations tackle once-daunting challenges, other problems still remained. In order to help these companies develop better mechanisms for problem-solving and create high-performance teams, award-winning CTO Gene Kim along with his co-author Dr. Steven J. Spear wrote Wiring the Winning Organization with a groundbreaking new theory of organizational management. In this episode, Gene joins Peter in a conversation about this theory and how organizations can win by using three key approaches: slowification, simplification, and amplification. Throughout the conversation, Gene explains each of these three approaches, describes in detail the research he conducted on their benefits, and exemplifies what a successful adoption of that approach looks like. Finally, Gene shares his broader perspective on the evolution of IT, leadership, and organizational management.

Guest: Gene Kim, AuthorOn Linkedin | https://www.linkedin.com/in/realgenekim/On Twitter | https://twitter.com/RealGeneKim____________________________Host: Sean Martin, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining CyberSecurity Podcast [@RedefiningCyber]On ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/sean-martin____________________________This Episode's SponsorsImperva | https://itspm.ag/imperva277117988Pentera | https://itspm.ag/penteri67a___________________________Episode NotesIn this episode of Redefining CyberSecurity on the ITSPmagazine Podcast Network, host Sean Martin engages in an insightful conversation with Gene Kim, co-author of "Wiring the Winning Organization". The discussion revolves around the transformative concept of 'Shifting Left' in DevOps, a strategy that has allowed tech giants like Amazon to achieve a staggering 136,000 deployments per day.Kim likens this breakthrough to a collaborative effort between developers and operators, comparing it to the teamwork required to move a couch. He also explores the crucial role of information security in this process, underlining the necessity for security to equip developers with the tools to work independently, thereby serving as the first line of defense. Don't let security sit on the couch while you're trying to move it!The conversation transitions into an exploration of the three mechanisms of performance: slowification, simplification, and amplification. Kim uses relatable real-life examples to elucidate these concepts, emphasizing the importance of timely and accurate information for effective decision-making and problem-solving. The more you know up front, the better off you'll be.Drawing on his extensive work on the state of DevOps research, Kim discusses the predictors of high performance and how these principles apply to DevOps. He also points to the growing trend of specialization within DevOps and the emerging need for 'platform engineering,' a system that enables developers to focus on solving business problems while specialists handle the complex technical aspects.This episode provides listeners with a deeper understanding of the evolution and future of DevOps, the importance of information security, and how these principles can be applied to enhance overall security programs. It also serves as an introduction to the Gene co-authored with Steven J. Spear. Be sure to listen to the podcast that Marco Ciappelli had with Spear on his Redefining Society Podcast.About the bookForget vision, grit, or culture. Wiring the Winning Organization reveals the hidden circuitry that drives organizational excellence.Drawing on decades of meticulous research of high-performing organizations and cross-population surveys of tens of thousands of employees, award-winning authors Gene Kim and Dr. Steven J. Spear introduce a groundbreaking new theory of organizational management. Organizations win by using three mechanisms to slowify, simplify, and amplify, which systematically moves problem-solving from high-risk danger zones to low-risk winning zones.Wiring the Winning Organization shines an investigative light on some of the most famous organizations, including Toyota, Amazon, Apple, and NASA, revealing how leaders create the social wiring that enables exceptional results.This is not feel-good inspiration or armchair philosophy but a data-driven prescriptive playbook for creating excellence grounded in real-world results and proven theory. This is the rare business book that delivers concrete tools―not platitudes―to convert mediocrity into mastery.____________________________Watch this and other videos on ITSPmagazine's YouTube ChannelRedefining CyberSecurity Podcast with Sean Martin, CISSP playlist:

Guest: Gene Kim, AuthorOn Linkedin | https://www.linkedin.com/in/realgenekim/On Twitter | https://twitter.com/RealGeneKim____________________________Host: Sean Martin, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining CyberSecurity Podcast [@RedefiningCyber]On ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/sean-martin____________________________This Episode's SponsorsImperva | https://itspm.ag/imperva277117988Pentera | https://itspm.ag/penteri67a___________________________Episode NotesIn this episode of Redefining CyberSecurity on the ITSPmagazine Podcast Network, host Sean Martin engages in an insightful conversation with Gene Kim, co-author of "Wiring the Winning Organization". The discussion revolves around the transformative concept of 'Shifting Left' in DevOps, a strategy that has allowed tech giants like Amazon to achieve a staggering 136,000 deployments per day.Kim likens this breakthrough to a collaborative effort between developers and operators, comparing it to the teamwork required to move a couch. He also explores the crucial role of information security in this process, underlining the necessity for security to equip developers with the tools to work independently, thereby serving as the first line of defense. Don't let security sit on the couch while you're trying to move it!The conversation transitions into an exploration of the three mechanisms of performance: slowification, simplification, and amplification. Kim uses relatable real-life examples to elucidate these concepts, emphasizing the importance of timely and accurate information for effective decision-making and problem-solving. The more you know up front, the better off you'll be.Drawing on his extensive work on the state of DevOps research, Kim discusses the predictors of high performance and how these principles apply to DevOps. He also points to the growing trend of specialization within DevOps and the emerging need for 'platform engineering,' a system that enables developers to focus on solving business problems while specialists handle the complex technical aspects.This episode provides listeners with a deeper understanding of the evolution and future of DevOps, the importance of information security, and how these principles can be applied to enhance overall security programs. It also serves as an introduction to the Gene co-authored with Steven J. Spear. Be sure to listen to the podcast that Marco Ciappelli had with Spear on his Redefining Society Podcast.About the bookForget vision, grit, or culture. Wiring the Winning Organization reveals the hidden circuitry that drives organizational excellence.Drawing on decades of meticulous research of high-performing organizations and cross-population surveys of tens of thousands of employees, award-winning authors Gene Kim and Dr. Steven J. Spear introduce a groundbreaking new theory of organizational management. Organizations win by using three mechanisms to slowify, simplify, and amplify, which systematically moves problem-solving from high-risk danger zones to low-risk winning zones.Wiring the Winning Organization shines an investigative light on some of the most famous organizations, including Toyota, Amazon, Apple, and NASA, revealing how leaders create the social wiring that enables exceptional results.This is not feel-good inspiration or armchair philosophy but a data-driven prescriptive playbook for creating excellence grounded in real-world results and proven theory. This is the rare business book that delivers concrete tools―not platitudes―to convert mediocrity into mastery.____________________________Watch this and other videos on ITSPmagazine's YouTube ChannelRedefining CyberSecurity Podcast with Sean Martin, CISSP playlist:

Episode page with video, transcript, and more My guests for Episode #493 of the Lean Blog Interviews Podcast are Gene Kim and Steve Spear, co-authors of the new book Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification. Joining us for the first time is Gene Kim, a Wall Street Journal bestselling author, researcher who has been studying high-performing technology organizations since 1999 – He was the founder and CTO of Tripwire for 13 years. He is the author of six books, The Unicorn Project (2019), and co-author of the Shingo Publication Award-winning Accelerate (2018), The DevOps Handbook (2016), and The Phoenix Project (2013). Since 2014, he has been the founder and organizer of DevOps Enterprise Summit, (now the Enterprise Technology Leadership Summit) studying the technology transformations of large, complex organizations. He lives in Portland, OR, with his wife and family. Dr. Steven J. Spear, DBA, MS, MS is a senior lecturer at the MIT Sloan School of Management, a Senior Fellow at the Institute for Healthcare Improvement, and author of influential publications like the book The High-Velocity Edge, and the HBR articles “Decoding the DNA of the Toyota Production System,” and “Fixing Healthcare from the Inside, Today.”  An advisor to corporate and governmental leaders across a range of fields, he is also the founder of See to Solve, a business process software company. He has a doctorate from Harvard, masters degrees in mechanical engineering and management from MIT, and a bachelor's degree in economics from Princeton.  Steve was previously a guest give times in episodes 58, 87, 262, 358, and 386. Questions, Notes, and Highlights: Gene — what's your “Lean” origin story or however you would frame or label it? Steve — what's a key highlight of your Lean origin story? “The ultimate learning machine” – Toyota Backstory on working together on this book? How many copied 2 pizza teams from Amazon and failed?? What puts some companies in the “danger zone” and how is that detected if it's not obvious? The andon cord was a way to speak up Steve – see, solve, share? A 4th step? See, safe to speak, solve, share? You write about recurring problems in a workplace. How do you think the behavior of managers punishing people for problems gets in the way of solving problems? The podcast is sponsored by Stiles Associates, now in its 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast was also brought to you by Arena, a PTC Business. Arena is the proven market leader in Cloud Product Lifecycle Management (PLM) with over 1,400 customers worldwide. Visit the link arenasolutions.com/lean to learn more about how Arena can help speed product releases with one connected system. This podcast is part of the #LeanCommunicators network.   

The story behind why some organizations win big and keep on winning. This week, co-host Conor Bronsdon interviews Dr. Steven J. Spear, renowned MIT senior lecturer, founder, and author, to discuss the core principles from Dr. Spear's new book with Gene Kim, "Wiring The Winning Organization".They delve into why some organizations consistently outperform others, highlighting how the best organizations create systems that enhance problem-solving through slowification, simplification, and amplification, aligning processes with cognitive strengths.With case studies from NASA's Apollo missions to Apple's smartphone market dominance, the book is a must-read for those looking to harness collective ingenuity for exceptional achievements."Show Notes:Order your copy today: Wiring The Winning OrganizationVote for Dev Interrupted on the DevOps Dozen website: Best DevOps-Related Podcast SeriesSupport the show: Subscribe to our Substack Leave us a review Subscribe on YouTube Follow us on Twitter or LinkedIn Offers: Learn about Continuous Merge with gitStream Get your DORA Metrics free forever

Guest: Steven J. Spear, Senior Lecturer at MIT [@MIT] and AuthorOn Linkedin | https://www.linkedin.com/in/stevespear/On Twitter | https://twitter.com/StevenJSpear____________________________Host: Marco Ciappelli, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining Society PodcastOn ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/marco-ciappelli_____________________________This Episode's SponsorsBlackCloak

This week welcome Steve Spear to the show – LIVE! From the GBMP Northeast Lean Conference!! Steven J. Spear is Senior Lecturer at MIT's Sloan School of Management and Senior Fellow at the Institute for Healthcare Improvement. His book, The High Velocity Edge, has won the Philip Crosby Medal from the American Society for Quality (ASQ) in 2011. Spear's research has been acknowledged with five Shingo Prizes and a McKinsey award from Harvard Business Review. His “Decoding the DNA of the Toyota Production System” and “Learning to Lead at Toyota,” are part of the lean manufacturing canon. His “Fixing Healthcare from the Inside, Today” and articles in Annals of Internal Medicine and Academic Medicine have been on the forefront in healthcare improvement. He's contributed to the Boston Globe and New York Times and has appeared on Bloomberg and CBS. Clients have included Intel, Lockheed Martin, Intuit, Novelis, Alcoa, Memorial Sloan Kettering, and Beth Israel Deaconess Medical Center, the US Army's Rapid Equipping Force, and the US Navy. As always - I hope you enjoy it, and I hope you get something from it! Make it a great week! Steve's contact info: Steve's LinkedIn: https://www.linkedin.com/in/stevespear/ Steve's Company Website: http://www.thehighvelocityedge.com/ Steve's Company Website: https://wp.seetosolve.com/ New England Lean Consulting is the Northeast's premier business consulting firm, helping small-to-medium sized businesses with strategic leadership and operational methodologies that help your company lower costs, increase capacity and win more customers. Our industry experienced consultants provide guidance with the latest business solutions that help you to grow your business deliberately and strategically in order to sustain a long-term competitive advantage within the marketplace. Paul W. Critchley, President & Founder of New England Lean Consulting: Company website: https://newenglandleanconsulting.com/ Twitter: https://twitter.com/NELeanguy Company page: https://www.linkedin.com/company/new-england-lean-consulting/ YouTube Channel: https://www.youtube.com/channel/UC2sAIveqtNqE1fpRGXcdbXQ Paul's LinkedIn profile: https://www.linkedin.com/in/paul-critchley-lean-consultant/ Lean Communicators Website: https://leancommunicators.com/ #LeanCommunicators --- Support this podcast: https://anchor.fm/new-england-lean-podcast/support

In this episode of The Idealcast, Gene Kim speaks with Dr. Steven Spear on his critiques of several articles from the NY Times and the Wall Street Journal, and their characterization of the impact of “Just in Time” supply chains and the widespread shortages caused by the COVID-19 global pandemic. While the unprecedented health crisis created a widespread shortage of almost everything—from toilet paper to semiconductor chips to raw materials vital for medical materials—with results that impacted everyday life on a global scale, Dr. Spear makes the claim that Just In Time lessened the severity of shortages, as opposed to causing them. The discussion is informed by Spear's work on accelerating learning dynamics within organizations and the Toyota Production System, and from his time observing and working directly with a tier-one Toyota supplier. Kim and Spear dive deep into supply chain dynamics and why they are important to society. The discussion delves into how “just in time” (JIT) manufacturing not only revolutionized manufacturing but also the entire manufacturing supply chain and how it increased (not decreased) resilience, productivity, efficiency, and prosperity.  They also explore the structure and dynamics of these JIT supply chains, as well as the similarities of the famous Netflix Chaos Monkey, famous for helping Netflix build resilient services that can survive even widespread cloud outages and the larger, emerging field of Chaos Engineers (arguably, a subset of resilience engineering). Additionally, they explore Toyota's manufacturing and how its history helped it become one of the least impacted by the semiconductor shortages. They follow that with an examination of the JIT's antithesis and how it's similar to the dynamics found in the Soviet's centrally planned economy, particularly with its IT structure and dynamic results. Kim and Spear tie these things into the three basic tools of finance: net present value, option theory, and portfolio diversification.   ABOUT THE GUESTS Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High-Velocity Edge, and patent holder for the See to Solve Real Time Alert System. A Senior Lecturer at MIT's Sloan School and a Senior Fellow at the Institute, Dr. Spear's work focuses on accelerating learning dynamics within organizations so that they know better and faster what to do and how to do it. This has been informed and tested in practice in multiple industries including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, US Army rapid equipping, and US Navy readiness.   Visit Steve Spear's Website   YOU'LL LEARN ABOUT What are supply chains, why they're so vast and complex, and why they are important to society How Just in time (JIT) manufacturing revolutionize manufacturing, the entire manufacturing supply chain, and the supply chain for basically everything How JIT increased, not deceased, the resilience of the supply chain Why Toyota is one of the auto manufacturers least impacted by the semiconductor shortages, partially as a result of what they learned during the Fukushima earthquake and tsunami in 2011 How the structure and dynamics of the Toyota supply chain are almost exactly the same as the structure and dynamics of great systems discussed in previous episodes, such as the COVID mass vaccination clinic with Trent Green and Team of Teams How Toyota has the ability to reconfigure themselves with a low cost of change How these principles are very similar to Netflix chaos monkey and the entire field of what is now called chaos engineering How the antithesis of  JIT is similar to the dynamics found in the Soviet's centrally planned economy, particularly with its IT structure and results in dynamics How inventory is a substitute for knowledge How this all ties into the three basic tools of finance: net present value, option theory, and portfolio diversification   RESOURCES Announcing New Book from Gene Kim and Dr. Steven J. Spear NPR: Plastic Is The New Toilet Paper For Scientists New York Times: Shopping for Fashion, Six Months On Planet Money: Negative Oil New York Times: How the World Ran Out of Everything New York Times: ‘I've Never Seen Anything Like This': Chaos Strikes Global Shipping Wall Street Journal: Auto Makers Retreat From 50 Years of ‘Just in Time' Manufacturing The Mainframe DevOps Team Saves the Day at Walmart Frontline: Always Low Prices “The Beer Game” by Prof. John D. Sterman Lean manufacturing Baseline: The End of the Just in Time Supply Chain Method Fast Company: Living in Dell Time CNBC: We traced what it takes to make an iPhone, from its initial design to the components and raw materials needed to make it a reality An Econometric Analysis of Inventory Turnover Performance in Retail Services by Vishal Gaur, Marshall L. Fisher, and Ananth Raman Inventory to Sales Ratio Gross Profit Margin Using FRED site to to calculate ratios of inventory to sales from 1946 to now Walmart vs. Amazon Reuters: Half of U.S. auto suppliers face bankruptcy: study 21st Century Jet - Building the Boeing 777 Episode 3 Boeing 777 — The Ultimate History (II) ASTA SOLUTIONS PTY. LTD. 21st Century Jet - Building the Boeing 777 Episode 2 See Every Single Part Inside an iPhone Code as supply chain How Many Millions of Lines of Code Does It Take? Top 15 Biggest Car Manufacturers in the World (1999 - 2017) Moore's Law graphed vs real CPUs & GPUs 1965 - 2019 The Myth of Productivity vs Compliance: How To Have It All  Reuters: How Toyota thrives when the chips are down BBC News: Tesla partners with nickel mine amid shortage fears Fukushima Daiichi nuclear disaster Forbes: Toyota's 'Quake-Proof' Supply Chain That Never Was The Netflix Simian Army Basic Economics by Thomas Sowell Los Angeles Business Journal: Just-in-Time Inventory System Proves Vulnerable to Labor Strife Closed California ports impact on the supply chain “We'd Have to Sink the Ships”: Impact Studies and the 2002 West Coast Port Lockout by Peter V. Hall Reuters: How Toyota thrives when the chips are down “The Simpsons” evolution Example of language of simplification and stabilization   TIMESTAMPS [00:37] Intro [09:07] What Dr. Spear found objectionable in the NYT article [13:41] How JIT increased resilience of the supply chain [17:18] What are supply chains and what makes it so complex [24:11] The economic impact of inventory and recapture [28:17] The impact created by mass adoption of JIT practices [42:00] JIT vs lean manufacturing [44:46] How Toyota could handle the semiconductor shortage [51:19] An example of the resilience of Toyota's supply chain and manufacturing capabilities [57:03] How to motivate everyone to mobilize [1:02:12] What happened with Netflix's chaos monkey and EYE-shin mattress factory plant [1:08:13] Twitter feedback [1:09:37] The link between experimentation at the EYE-shin plant and low cost of change [1:17:30] Four characters of simplification, standardization, stabilization and synchronization [1:20:46] The 2002 West Coast Port Lockout [1:33:43] What triggered this conversation [1:38:57] The opposite of JIT [1:43:11] Three finance theories [1:50:45] How the Soviet's centrally planned economy compares with the four characteristics [1:58:23] A misunderstanding of JIT [2:05:15] Outro

Today's guest is Steve Spear.  Steve is the author of the award-winning and critically acclaimed book, The High-Velocity Edge. He is a senior lecturer at MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement. He is also a founder of a consulting firm built on the tenets of his book, and of See to Solve Corp., a business process software company. Expert on the ways that “high-velocity organizations” generate and sustain advantage, even in the most hyper-competitive markets, Spear has worked with clients spanning technology and heavy industry, software and healthcare, and new production design and manufacturing. Spear's 1999 Harvard Business Review article, “Decoding the DNA of the Toyota Production System,” is part of today's lean manufacturing canon. “Fixing Healthcare from the Inside, Today” was an HBR McKinsey Award winner in 2005 and one of his four articles to win a Shingo Research Prize. Spear helped develop and deploy the Alcoa Business System, which recorded hundreds of millions of dollars in annual operating savings, and he was integral in developing the “Perfecting Patient Care” system for the Pittsburgh Regional Healthcare Initiative. He has published in the New York Times, the Boston Globe, the Annals of Internal Medicine, and Academic Medicine, and he has spoken to audiences ranging from the Association for Manufacturing Excellence to the Institute of Medicine. Spear has a doctorate from Harvard Business School, a master's in engineering and in management from MIT, and a bachelor's degree in economics from Princeton.   Important Links: The High Velocity Edge See to Solve Andon Solution Gene Kim's IT Revolution   Interesting Excerpts from the High Velocity Edge Lean Healthcare Designing Systems to See Problems High Yield Problem Solving

Today's episode is with Steven J. Spear.  Steven is the author of the book The High Velocity Edge and is a multiple Shingo Research Prize winner.  He helped develop and deploy the Alcoa Business System. He is a senior lecturer at MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement. He is also a founder of a consulting firm built on the tenets of his book.  Steve and I had a great conversation that actually turned into a two-part interview.  This week we will talk about Steve's early experiences with Lean and Continuous Improvement.   Next week, we will talk about two papers that Steven has recently released that talk about accelerating innovation and succeeding in periods of abrupt change.

In the second part of this two-part episode of The Idealcast Gene Kim and Admiral John Richardson, former Chief of Naval Operations, continue their discussion on the importance of leadership in large, complex organizations, especially enabling leadership training early in one’s career, and exploring why he views it as so important. Admiral Richardson also shares why radical delegation is needed more than ever, and provides tools and techniques for enabling it. Kim and Admiral Richardson discuss the important characteristics needed to integrate problems solving into an organization. And finally, they talk about the nature of the US Naval Reactors that are responsible for the safe and reliable operations of the US Naval Propulsion Program, why that warrants the command of a 4-star admiral, and what should ideally happen when accidents occur in complex systems. Also joining the conversation is Dr. Steve Spear, who has written extensively about the US Naval Nuclear Propulsion Program program in his book The High-Velocity Edge. ABOUT THE GUESTS Admiral John Richardson served as the Chief of Naval Operations for four years, which is the professional head of the US Navy. While in the Navy, Richardson served in the submarine force and commanded the attack submarine USS Honolulu in Pearl Harbor, Hawaii, for which he was awarded the Vice Admiral James Bond Stockdale Inspirational Leadership Award. He also served as the Director of Naval Reactors, responsible for the design, safety, certification, operating standards, material control, maintenance, disposal, and regulatory oversight of over 100 nuclear power plants operating on nuclear-powered warships deployed around the world. Since his retirement in August 2019, he has joined the boards of several major corporations and other organizations, including Boeing, the world's largest aerospace company, and Exelon, a Fortune 100 company that operates the largest fleet of nuclear plants in America and delivers power to over 10 million customers.  Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High-Velocity Edge, and patent holder for the See to Solve Real Time Alert System. A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Dr. Spear’s work focuses on accelerating learning dynamics within organizations so that they know better and faster what to do and how to do it. This has been informed and tested in practice in multiple industries including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, US Army rapid equipping, and US Navy readiness.   Visit Steve Spear's Website   YOU’LL LEARN ABOUT Admiral Richardson’s views on the importance of training leadership in the earliest stages of a sailor’s career Why leadership is so important Various tools and techniques for enabling radical delegation Important characteristics of the different ways that integrated problem solving incurs in organizations The nature of the function organization that is the U.S. Naval reactors, comprehensively responsible for safe and reliably operations of the US Naval Propulsion Program and why it warrants being commanded by a four-star admiral What should leaders in complex organizations do when accidents occur   RESOURCES Leadership Development and Balancing Creativity and Control with Admiral John Richardson (Part I) The Visual Display of Quantitative Information by Edward Tufte Navy Leader Development Framework A Design for Maintaining Maritime Superiority v. 1 A Design for Maintaining Maritime Superiority v. 2 Amazon Staff Meetings: “No Powerpoint” Amazon’s Jeff Bezos: The Ultimate Disrupter by Adam Lashinsky How are the six-page narratives structured in Jeff Bezos' S-Team meetings? Flipped meetings: Learning from Amazon’s meeting policy by Stowe Boyd The Visual Display of Quantitative Information by Edward Tufte Beautiful Evidence by Edward Tufte The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Steven J. Spear Team of Teams: New Rules of Engagement for a Complex World by General Stanley A. McChrystal, Chris Fussell, David Silverman and Tantum Collins The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim Michael Nygard’s episodes on The Idealcast Part 1, summit presentations, and Part 2 Thinking, Fast and Slow by Daniel Kahneman Thinking, Fast and Slow’s Wikipedia page The Idealcast episodes featuring David Silverman and Jessica Reif Part 1 and Part 2   TIMESTAMPS [00:00] Intro [01:24] Toughing up the training [09:37] Feedback from the fleet [11:00] Discussions with the instructors [14:03] A Design for Maintaining Maritime Superiority [18:07] Designing for the next place [28:18] Reducing the cost of change [35:22] Configurations for failure or success [39:55] Tools for integration [47:39] How structure affects the dynamics of how organizations work [51:59] Gene reflects on integrated problem solving [57:28] Two domains of activities to use the slow communication paths [1:00:42] If these mental models resonate with Admiral Richardson [1:02:31] What point does the center get involved [1:07:47] Why the delegation for the nuclear reactor core is important [1:14:00] What happens when complex systems go wrong [1:20:37] Contacting Admiral Richardson

In the first episode of Season 2 of The Idealcast, Gene Kim speaks with Admiral John Richardson, who served as Chief of Naval Operations for four years, the top officer in the Navy. Before that, Admiral Richardson served as director of the US Naval Reactors, which is comprehensively responsible for the safe and reliable operation of the US Navy’s Nuclear Propulsion program.   In part one of this two-part conversation, Kim and Admiral Richardson explore how the Department of Defense and the armed services can lead the way to respond effectively to the digital disruption agenda. Admiral Richardson discusses how he operationalized creating a high velocity learning dynamic across the entire US Navy. He also presents his theories on how we need to balance compliance and creativity. And finally, he presents some amazing examples of how to strip away the barnacles from processes, those layers of controls and supervision that may have crept in over the decades.   Also joining the conversation is Dr. Steve Spear, who has written extensively about the US Naval Nuclear Propulsion Program program in his book The High-Velocity Edge.   ABOUT THE GUESTS   Admiral John Richardson served as the Chief of Naval Operations for four years, which is the professional head of the US Navy. While in the Navy, Richardson served in the submarine force and commanded the attack submarine USS Honolulu in Pearl Harbor, Hawaii, for which he was awarded the Vice Admiral James Bond Stockdale Inspirational Leadership Award. He also served as the Director of Naval Reactors, responsible for the design, safety, certification, operating standards, material control, maintenance, disposal, and regulatory oversight of over 100 nuclear power plants operating on nuclear-powered warships deployed around the world.   Since his retirement in August 2019, he has joined the boards of several major corporations and other organizations, including Boeing, the world's largest aerospace company, and Exelon, a Fortune 100 company that operates the largest fleet of nuclear plants in America and delivers power to over 10 million customers.    Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High-Velocity Edge, and patent holder for the See to Solve Real Time Alert System. A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Dr. Spear’s work focuses on accelerating learning dynamics within organizations so that they know better and faster what to do and how to do it. This has been informed and tested in practice in multiple industries including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, US Army rapid equipping, and US Navy readiness.   Visit Steve Spear's Website   YOU’LL LEARN ABOUT Why high-velocity learning was so important to Admiral Richardson when he was the Chief of Naval Operations. How Admiral Richardson operationalized creating a high velocity learning dynamic across the entire US Navy. His views on the need to balance compliance and creativity. Specific advice on what leaders must do when the balance tilts too much toward compliance and has taken away people’s ability to unleash their full creative potential. Examples of how to strip away the barnacles from processes. Why radical delegations are so important. How Admiral Richardson came to believe that creating leadership communities and connections are essential. Where software competencies must show up in modern organizations.   RESOURCES Dr. Steve Spear’s episodes on The Idealcast Part 1, summit presentations, and Part 2. The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Steven J. Spear. The Boeing Company Exelon BWX Technologies, Inc. Marine Corps Doctrinal Publication 7 Tao Te Ching - Chapter 17 Marine Corps Doctrinal Publication 1 A Design for Maintaining Maritime Superiority v. 1 A Design for Maintaining Maritime Superiority v. 2 The Air Force's Digital Journey in 12 Parsecs or Less at DevOps Enterprise Summit Las Vegas 2020 Failure Is Not an Option by Gene Kranz Admiral Hyman G. Rickover and Naval Nuclear Propulsion Program The Checklist Manifesto by Atul Gawande Fingerspitzengefühl The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim 2021 DevOps Enterprise Summit Virtual - Europe The Shift: Creating a Culture of High Performance by Dr. Andre Martin The Key to High Performance: What the Data Says by Dr. Nicole Forsgren Dr. Andre Martin’s DevOps Enterprise Summit presentation: “The Shift: Creating a Culture of High Performance” by Dr. Andre Martin, VP People Development, Google Adrian Cockcroft on the Future of the Cloud Patton George S. Patton slapping incidents The Generals: American Military Command from World War II to Today by Thomas E. Ricks Team of Teams: New Rules of Engagement for a Complex World by General Stanley A. McChrystal, Chris Fussell, David Silverman and Tantum Collins Navy Leader Development Framework Tombstone   TIMESTAMPS   [00:00] Intro [01:54] Meet Admiral John Richardson [04:00] Responding effectively to the digital disruption agenda [07:05] Admiral Richardson in his own words and his Act 2 [08:27] Meet Steve Spear [09:29] How Steve’s work caught Admiral Richardson’s attention [11:46] Admiral Richardson’s efforts to create a learning dynamic [19:18] A Design for Maintaining Maritime Superiority [27:01] What he does with leader who’s afraid of the concept [28:48] Contrasts between learning culture and compliance culture [37:37] Fingerspitzengefühl [41:03] Steve’s thoughts on compliance vs creativity [43:47] Leadership development and compliance control [48:38] Addressing near misses [56:29] DevOps Enterprise Summit 2021 in Europe [57:52] Scar tissue processes [1:01:22] Finding a balance with leaders [1:09:43] The story behind general Eisenhower and General Patton [1:14:02] The three layers of creativity [1:27:23] How technology changed a sense of community [1:33:30] Admiral Richardson’s working relationships in the Navy [1:42:19] Where the software capabilities need to show up [1:48:02] Navy Leader Development Framework Version 3.0 [1:51:22] Outro

We speak to renowned author & speaker Dr. Steven J. Spear about systems with practical management insights. Spear's work focuses on the theme of leading complex collaborative situations, imbuing them with powerful problem solving dynamics. The High Velocity Edge earned the Crosby Medal from ASQ. “Fixing Healthcare from the Inside” won a Harvard Business Review McKinsey Award, and five of Spear's articles won Shingo Prizes. “Decoding the DNA of the Toyota Production System” is a leading HBR reprint and part of the “lean” canon. He's written for medical professionals and educators in Annals of Internal Medicine, Academic Medicine, and Health Services Research, for public school superintendents in Academic Administrator, and for the general public in the New York Times, the Boston Globe, Fortune, and USA Today.

http://www.leanblog.org/386Joining me again for Episode #386 is Steve Spear, who reached out to share recollections of one of his most influential teachers and mentors, Hajime Oba, who passed away earlier this month at 75.I never had the chance to learn directly from Mr. Oba, but he is legendary in Lean circles and I know many people who were deeply influenced by Mr. Oba. I hope to interview more of them in the near future. My deepest condolences go out to Mr. Oba's family, friends, and colleagues.Here is a classic 2001 WSJ article that features him:"How Does Toyota Maintain Quality? Mr. Oba's Hair Dryer Offers a Clue" In today's episode, Steve talks about meeting Mr. Oba and how he learned from him as a PhD student. One story that Steve shares was about sitting at his desk, thinking about a problem, and Mr. Oba told him: "Don't think -- do!" Hajime Oba You'll hear more from Steve talking about the need to learn by doing and to test changes in an experimental fashion. It's not just "do" --- it's Plan Do Check Act (or Plan Do Study Adjust or even Plan Test Study Adjust). 

http://www.valuecapturellc.com/he13 Welcome to Episode #13 of Habitual Excellence, presented by Value Capture. Joining us today is Steven J. Spear, a Senior Lecturer at MIT's Sloan School of Management and Senior Fellow at the Institute for Healthcare Improvement. His book, The High Velocity Edge, has won the Philip Crosby Medal from the American Society for Quality (ASQ) in 2011. Spear has a doctorate from Harvard Business School, a master's in engineering and in management from MIT, and a bachelor's degree in economics from Princeton. He's also the creator of See to Solve and is principal in his firm HVELLC. Today, host Mark Graban talks to Steve about his experiences working with, and learning from, Paul O'Neill during his time as CEO at Alcoa. Steve connects important dots between organizations like Toyota, the U.S. Navy, Alcoa, and healthcare organizations that are seeking habitual excellence. How can we learn and evolve rapidly in this era of Covid-19? Why does Steve say, "Yay science" when talking about scientific problem solving? They talk about this and more, in an episode that was recorded in mid-May.

Join retired master chief and high reliability operations coach Frank Gardner and I as we discuss how military and industry front line leaders leverage sturdiness, versatility, and credibility to manage and lead operational success in high risk environments. Whether you're operating a nuclear power plant, involved with flight deck operations, leading a team of medical professionals, or a foreman on a heavy construction site, there is something to learn from the success of the Naval Nuclear Propulsion Program and Frank's insights in this episode.  To learn more about this topic check out chapters four and seven of the Chief Petty Officers Guide found at www.cutlassleadership.com or "Extreme Operational Excellence" by Matt Digeronimo and Robert Koonce, "High Velocity Edge" by Steven J. Spear, and "Leaders Eat Last: Why Some Teams Pull Together and Others Don't" by Simon Sinek. Also, make sure to check out my article "When Cheating Becomes Normal." --- Support this podcast: https://anchor.fm/paul-kingsbury03/support

Date: April 23, 2015 Featuring: Andrea Kabcenell, RN, MPH, Vice President, Institute for Healthcare Improvement Steven J. Spear, PhD, MS, Senior Lecturer, MIT Sloan School of Management; Senior Fellow, IHI Alexia Green, PhD, RN, FAAN, Professor and Dean Emerita, Texas Tech University Health Sciences Center Roger Resar, MD, The Mayo Clinic Health System; Senior Fellow, IHI As health care quality improvement has matured, it’s common to hear the phrase, “Quality is everyone’s responsibility.” But what does that mean more precisely, and how does the concept apply day-to-day? How feasible is it for those on the front lines of delivering care to not just detect defects in systems and processes, but also solve many of them, right then and there? It turns out this is quite doable, especially if frontline staff and providers are empowered to do far more than patch up problems AND if they can count on operational guidance and leadership from others, including middle managers. The goal is first and foremost to reduce harm to patients and improve safety, but in the process it’s also about raising joy in work and frontline confidence to address problems as they emerge and create replicable solutions as part of daily work. Learn how to "See, Solve, Share, and Lead" on this valuable WIHI episode.

My guest for Episode #262 is Steven J. Spear (@stevenjspear on Twitter). He is author of the fantastic book The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition. He's a Senior Lecturer at the MIT Sloan School of Management and recently taught a summer course on Lean and Six Sigma for the Leaders for Global Operations program (I graduated from that program in 1999 when MIT was teaching TQM in that summer course) and he also teaches executive education programs for MIT Sloan. Steve was previously a guest in Episodes #58 and 87. I'm glad to have him back on the show after six years. Steve is going to be one of the keynote speakers at the upcoming Northeast L.E.A.N. Conference, being held October 4th and 5th in Massachusetts. I hope you'll check it out, as I've participated in past years and it's always been great (and you get to meet Bruce Hamilton of "Toast Kaizen" fame).

#87 is a discussion with a returning guest, Steven J. Spear, PhD, author of the outstanding book "Chasing the Rabbit." The book is due to be re-released in May under a new title, "The High-Velocity Edge." In this podcast, we talk about an upcoming workshop Spear is doing for the Institute for Healthcare Improvement, lessons that healthcare can learn from other industries, and the reaction of healthcare leaders to Toyota's recent quality problems. For earlier episodes, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

Episode #58 of the LeanBlog Podcast brings us Steven J. Spear as our guest. Spear is a Senior Researcher at MIT, a Senior Fellow at the Institute for Healthcare Improvement, and is the author of the new book Chasing the Rabbit: How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win. Today, we talk about he started studying Toyota and his new book, which includes examples from many high-performing organizations in manufacturing, healthcare, and other industries - fascinating reading. If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.