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“Every system is perfectly designed to achieve the results it achieves” – W. Edwards Deming

In many organizations, we see the same problems recurring over and over again, tirelessly: information overload, poorly used tools, time-consuming meetings, demotivated employees. And then there are always the same mistakes and poor results, in the same places, in the same situations. People are replaced, managers are changed, but nothing changes. And so it goes on, over and over again. In fact, these problems are often treated as isolated anomalies, hiccups, minor glitches to be corrected. But in reality, these problems are entirely logical, and what would be surprising, when viewed with...

“Every system is perfectly designed to achieve the results it achieves” – W. Edwards Deming

In many organizations, we see the same problems recurring over and over again, tirelessly: information overload, poorly used tools, time-consuming meetings, demotivated employees. And then...

Let’s restore the role of the manager

The role of the manager seems to have lost its legitimacy. It is viewed as a relic of an old world, one of control, hierarchy, and...

How management let systems do the thinking for them

For years, leaders believed that technology would help them manage their businesses more effectively. It was seen as a lever for efficiency, rigor, and...

Local optimum vs. global optimum and the theory of constraints: why your productivity gains sometimes serve no purpose

Eliyahu Goldratt, although trained as a physicist, had a profound impact on industrial management with books such as The Goal (1984) and The Haystack Syndrome (1990). His contribution...

Work about work: when the reality of work consists of making things that don’t work work

We have elevated activity and even overactivity to the status of a dogma of a professional image that is polished and reassuring. We tick boxes, we...

Only the mediocre have reached their maximum. (Jean Todt)

We like to believe that there is a peak, a moment when we can finally say, "That's it, I've made it". It's reassuring and comforting,...

Boeing: a culture and a slogan can kill a business

In companies, internal slogans are rarely meaningless and often mean much more than words. They are displayed on walls, repeated in seminars, and included...

You do not rise to the level of your goals. You fall to the level of your systems. (James Clear)

By now, you have probably realized that I believe we cannot have a significant impact by focusing solely on individuals without addressing the problem...

Making yourself indispensable at work is the worst thing you can do

There are many false good ideas in the office and one of them is that it is in our best interest to make ourselves...
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