Comments on: Rebuilding U.S. Manufacturing (and Project Capability) http://www.reformingprojectmanagement.com/2006/02/01/586/ The magazine for the project age Fri, 16 May 2008 20:05:00 +0000 http://wordpress.org/?v=2.0.5 by: Hal http://www.reformingprojectmanagement.com/2006/02/01/586/#comment-2881 Wed, 08 Feb 2006 00:38:48 +0000 http://www.reformingprojectmanagement.com/2006/02/01/586/#comment-2881 Hello Michael, Thanks for the comment today. I hope you enjoyed Teresko's articles. Many people claim to know the secrets of transforming a culture. I've not been convinced. I've seen too many well-intentioned efforts derailed mid-stream when company leadership changes. Toyota has been at it for 50 years with a constancy of purpose and little attention on satisfying the financial markets in the short term. Very few others have that kind of stick-to-it-ness. Hello Michael,

Thanks for the comment today. I hope you enjoyed Teresko’s articles. Many people claim to know the secrets of transforming a culture. I’ve not been convinced. I’ve seen too many well-intentioned efforts derailed mid-stream when company leadership changes. Toyota has been at it for 50 years with a constancy of purpose and little attention on satisfying the financial markets in the short term. Very few others have that kind of stick-to-it-ness.

]]> by: Michael Welles http://www.reformingprojectmanagement.com/2006/02/01/586/#comment-2880 Tue, 07 Feb 2006 19:43:26 +0000 http://www.reformingprojectmanagement.com/2006/02/01/586/#comment-2880 "It's the execution of those lessons that has eluded so many firms." It could not be said any more plainly than that. Project management, lean, kaizen require flawless execution to be successful However, execution is a word oft-bandied about by the likes of Bossidy et al, but never really explained. What does it mean to execute upon a strategy? Teresko goes far to explain it as "going beyond the walls" through enterprise-wide focus and a commitment to value creation. This is a good first step to defining the specific steps needed to execute effectively. Now, all must move beyond this over-arching definition and identify the specific steps required to transform a culture. “It’s the execution of those lessons that has eluded so many firms.” It could not be said any more plainly than that. Project management, lean, kaizen require flawless execution to be successful However, execution is a word oft-bandied about by the likes of Bossidy et al, but never really explained. What does it mean to execute upon a strategy? Teresko goes far to explain it as “going beyond the walls” through enterprise-wide focus and a commitment to value creation. This is a good first step to defining the specific steps needed to execute effectively. Now, all must move beyond this over-arching definition and identify the specific steps required to transform a culture.

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