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Remote Access to High Impact Certifications Part 4 of 4

By Drive, Inc. on Monday 16 May 2022.

Last month we introduced 3 certifications now available 100% remotely. These are the same certifications we’ve provided in the past to individuals and clients, but now require zero travel.

Remote Access to High Impact Certifications Part 3 of 4

By Drive, Inc. on Thursday 14 April 2022.

Last month we introduced 3 certifications now available 100% remotely. These are the same certifications we’ve provided in the past to individuals and clients, but now require zero travel.

Remote Access to High Impact Certifications Part 2 of 4

By Drive, Inc. on Tuesday 15 March 2022.

Last month we introduced 3 certifications now available 100% remotely. These are the same certifications we’ve provided in the past to individuals and clients, but now require zero travel.

Remote Access to High Impact Certifications Available Now!

By Drive, Inc. on Tuesday 15 February 2022.

Many organizations pursuing operational excellence value technical and executive certifications. These certifications often are prerequisites for hiring or being promoted into key positions in the organization. Some of these certifications require a great deal of investment in both time and money and often require significant travel.

Executing the Strategy Part 2

By Drive, Inc. on Saturday 15 January 2022.

In last month’s newsletter, we discussed the issues with focus traps and being unable to execute strategy. This month we will cover some practical solutions to help your organization avoid focus traps and thus improve execution.

Year End Newsletter 2021

By Drive, Inc. on Wednesday 15 December 2021.

As the year ends, we reflect on what differentiates highly successful companies from all of the others. There certainly have been many books written on the subject. One of my favorites is, “Great by Choice,” by Jim Collins. Using the Stephen Covey book, “The Seven Habits of Highly Effective People,” as a template, our experience concludes that there are also seven habits of highly effective organizations. We share these with you now and look forward to hearing your comments, critiques, additions, etc.

Executing the Strategy Part 1 - 2021

By Drive, Inc. on Monday 15 November 2021.

In our last series, we covered the creation of a strategy that aligns across the entire organization. In this new series, we will discuss how to ensure the organization is executing that strategy. This is a critical step once the strategy has been developed. We have created the plan; now we must do something with it.

Strategic Alignment Part 5 - 2021

By Drive, Inc. on Friday 15 October 2021.

Over the past few months, we have discussed aspects of our team’s trip to Japan. We hope you have enjoyed our digression, and now it is time to complete our series on Developing Strategy for the Organization. If you would like a full recap of the first four parts of this series, please click here. A brief recap follows:

Strategic Alignment Part 4 - 2021

By Drive, Inc. on Wednesday 15 September 2021.

Once the leadership team has created a list of all the gaps using the processes mentioned in the previous newsletters in this series (in addition to any other processes or data), it is time to determine which gaps the team will focus on in the coming year. This is where we have to make some tough choices. Sometimes success isn’t determined by what we choose to do, but by what we choose NOT to do. This means we may say NO to some very good ideas; and that should be acceptable to the team. The resulting vital few gaps will be what drive the plan and alignment going forward.

Strategic Alignment Part 3 - 2021

By Drive, Inc. on Sunday 15 August 2021.

Last month, we discussed the definition of Strategic Alignment and the importance of aligning key process indicators among the team. This may seem like a daunting task at first but creating alignment within any enterprise is possible if applying the right process. We will detail a process through which we can create, align, and deploy our strategy. Our focus early in the strategic process is to identify gaps in our business that need to be addressed in the coming year. While there are many processes that can be used to uncover gaps in the business, we will focus on the following processes: SWOT Analysis Voice of the Customer Market-In

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