Turn the Ship Around


Turn the Ship Around: How to Create Leadership at Every Level

by L. David Marquet , Captain, U.S. Navy (Retired)

Capt. Marquet writes about implementing a profoundly different management approach when he took command of the worst performing submarine in the U.S. Navy. “Within a year, the situation was totally turned around. We went from worst to first in most measures of performance, including the one I valued the most—our ability to retain our sailors and officers.”

“Disengaged, dissatisfied, uncommitted employees erode an organization’s [productivity] while breaking the spirits of their colleagues.” Marquet found the root cause of the problem to be the leader-follower structure, in which subordinates “have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion… We had 135 men on board and only 5 of them fully engaged their capacity to observe, analyze, and problem solve.” Continue reading “Turn the Ship Around”

The Toyota Way


The Toyota Way

by Jeffrey Liker

The Toyota Way provides an excellent introduction of the Toyota Production System and insights into the company culture.

Toyota is the leader of lean production. In contrast to batch and queue systems, lean focuses on one-piece flow. The customer is the next process and the ideal batch size is one, so the source of defects can be discovered before thousands of defective parts are made. Continue reading “The Toyota Way”

Pyramids Are Tombs


Pyramids Are Tombs

by Joe Phelps

Pyramids Are Tombs covers two major topics: organizational structure and integrated marketing communications.

Many companies claim to be focused on the customer, but Joe Phelps walks the walk. His marketing agency is structured around “self-directed, client-centered teams” which he describes as “the optimum model for today’s knowledge workers.” Continue reading “Pyramids Are Tombs”

The New Economics


The New Economics for Industry, Government, Education

by W. Edwards Deming

Deming is a legendary name in quality management, especially in Japan through his consulting work with Japanese industry from 1950 onward. He died in 1993 at age 93 before the second edition of this book went to press.

“This book is for people who are living under the tyranny of the prevailing style of management,” writes Deming in the preface. He has strong convictions, many of which are counter to conventional management thinking. Continue reading “The New Economics”