
The Lean Strategy (NL)
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The Lean Strategy: Competing through Customer Value and Human Development
In an era when management is increasingly driven by purely financial considerations - from staff reductions and corporate takeovers to the replacement of human responsibility with IT systems - both customers and employees experience the consequences. This often leads to unwieldy, bureaucratic organizations, disappointing products or services, and a culture of dissatisfied and distrustful employees.
But we know there is a better way to compete. There is a proven path to sustainable and profitable growth that focuses on creating superior customer value through the development of its own people. This is exactly what "The Lean Strategy" is all about.
A New Look at Competition and Growth
This groundbreaking book by renowned Lean experts Michael Ballé, Daniel Jones and Jacques Chaize challenges conventional business models and offers a radically different approach to strategy. It is not a book full of quick fixes, but an in-depth guide for leaders who want to apply Lean as a robust strategic framework.
'The Lean Strategy' teaches you how to:
- Competing Fundamentally Different: Moving away from the classic focus on cost-cutting alone, to focusing on real value for the customer.
- Human capital leveraged for growth: Discover how developing your employees into problem solvers and continuous improvers becomes the engine of sustainable growth.
- Translate strategy into daily operations: Understand how Lean principles transform not only the shop floor, but also the boardroom, by seamlessly connecting strategy and execution.
- Drive agility and innovation: Learn how to build an organization that can quickly adapt to changing market conditions and continuously innovate.
AUTHOR(S) | Michael Ballé, Daniel Jones, Jacques Chaize, Orest Fiume |
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NUMBER OF PAGES | 285 |
LANGUAGE | Dutch |
ISBN | 9789078413158 |
PUBLISHER | Lean Management Institute Foundation |
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This book is recommended for "Continuous Flow" training.
of an expert mentor.
