CEO surveys indicate two-thirds of organizations fail to sustain improvements, likely because behaviors do not change, the methodology reveled in this book succeeds in creating the self-awareness necessary to sustain behavioral (i.e. cultural) changes. Not based on opinions or theories, instead developed through experimentation.Revealed are practical and successful ways to align behaviors that sustain improvements, from an author who has transformed his own business as well as others in 32 countries. "This is a book to be used." D. Hines, NORTHROP GRUMMAN CORPORATION "Whatever your business, manufacturing or service, if you want to do better this is an essential guidebook." T. Quick, Chair, Defence Materials Technology Centre, Australia "This book gives the reader a solid approach to move ahead & I am eager to try some of the ideas with my team." G. Angelov, Director WHIRLPOOL CORPORATION "is a masterful indictment on how a methodical and yet subtle awareness of an individual's culture, and influence this could have on their decision-making, can readily facilitate solid and profitable strategic objective alignment" G.Cole, Director Asia M-I SWACO - A SCHLUMBERGER COMPANY "It jumps the level of changing behaviors." A. Valdez, LA-Z-BOY Corporation Culturally On Plan shares a proven and successful method to lead practical change in achieving strategic objectives. It is based on recognizing patterns in human change (for example, its always the other-guy that must change) and utilizing simple self-awareness techniques to create the desire to undertake pragmatic and proven steps in aligning individual's traits and behaviors to those necessary in achieving the strategic targets. Not only will does this book clearly provide a practical & successful method to lead organizational change, but on a personal level you will also realize pragmatic non-biased ways to explore and improve your own personal traits. (note: the CEO's behavior only affects 2 of 5 categories of personality, therefore the leadership team must change) 3 underlying philosophies help keep the book centered on reality: 1.The other guy syndrome: It's always the other guy's traits that need to change. 2.People don't resist change as much as they resist BEING CHANGED 3.People's mindset (beliefs & values) have a profound influence on their decision-making. This new method in reaching strategic objectives is therefore centered on creating individual awareness of traits and behaviors and letting the various leaders compare those privately or publically to the desired traits (in reaching the objectives) and developing a Cultural Transformation Plan that reaches the level of practical and proven actions that help in changing traits. This awareness comes in the form of various individual self-assessments in the areas of behaviors, traits and decision-making abilities, to name a few. The main steps that have led to success: 1.Properly deploying the strategic objectives 2.Evolving a Cultural Transformation Plan - Assessing the desired traits and behaviors vital in supporting the strategy - Creating awareness of leadership's current traits and behaviors - Identifying opportunities & practical actions to align differences between the desired and current behaviors The book begins by exploring why two-thirds of continuous improvement transformations in the U.S. fail to sustain their results (according to CEO surveys). It then explains how the method can be practically applied resulting in successfully reaching objectives and accomplishing cultural change. Consideration is given to: Intuitive versus Analytic Thinking, Leading without Power, Creating a Learning Organization, and Leading instead of Managing, etc.
About the Author: Greg Lane has owned and successfully transformed his own company, along with supporting others in leadership improvements in 32 countries, with diverse types of organizations. He has effectively led change while holding management and executive positions at General Motors and Delphi Automotive. His 25 years of worldwide experience was strongly influenced while working for Toyota in the late 1980s, when he was one of a handful selected to be developed as a Toyota Key Person, through a year of specialized training in Japan. This included working with Toyota's top trainers, and then returning to train others within Toyota at their U.S. sites. Greg learned early on that it's not technical tools and methodologies that drive the break-throughs; instead, it's cascading leadership throughout the organization and focusing leaders on a clearly communicated and deployed strategy. Today, Greg is internationally recognized as a coach in creating organizational change, and has been invited to speak on five continents about these successes. Also a recognized author, he has written these additional books and published in leadership and technical medias: -Made to Order Lean-Excelling in a High-Mix, Low-Volume Environment (Productivity Press, New York: 2007) -Mr. Lean Buys & Transforms a Manufacturing Company-The True Story of Profitably Growing an Organization with Lean Principals (CRC Press, New York: 2010) -Chapter 9 of Toyota by Toyota-Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry (CRC Press, New York: 2012) Greg is a facility member of the Lean Institutes in the USA and Spain, as well as lecturer of post-graduate lean studies at the University Polytechnic Barcelona. He holds a B.S. in mechanical engineering from the University of Wisconsin as well as an MBA degree with distinction from California State University. He speaks English, Spanish and German. Greg and his associates provide cost effective support for improvements and transformations. He can be contacted at glane@strategic-leaders.com or more information can be found at: http: //www.strategic-leaders.com