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Lean management remains a highly transformative philosophy for most businesses today. This is down to the sheer effectiveness of its promise. After all, which business would not want to create more value with little or no waste? Which business would not want to put qualities such as efficiency, quality, and continuous improvement at the forefront

At this point, you’ve probably read this a hundred times: “Lean does not only mean cutting costs”. And you’ll read it 100 times more if that’s what it takes. The reason for the emphasis on this particular point is the fact that it is so basic and yet so many organizations get precisely this point

For many organizations, lean management can be a significant difference maker. It not only eliminates waste on factory floors but also ensures streamlining of digital workflows. In simpler terms, each organization, regardless of its scale of operations and size, can benefit from it. However, in applying this helpful tool, many CEOs overlook applying it where

At the boardroom level globally, decisions are made by leveraging a plethora of different sources, insights, and data. This is on top of the experiences, instincts, and experiences of those in charge of making these decisions. In the midst of all this is the CEO. In most cases, CEOs pride themselves on being able to

“We’re lean”, a CEO declares at the start of a board meeting. He seems proud of this achievement, signaling his organization’s commitment to a new way of operating. All the metrics are satisfied. Budgets are slashed, teams reduced, and processes stripped down to the bare minimum. Everything is as “lean” as it could be. And

Imagine this: You’re a CEO stepping into the boardroom for a monthly review. Your subordinates have kept you supplied with the necessary updates throughout the month. All the numbers look good. The reports all indicate positive outlooks…and yet, something feels off. The revenue’s rising, but so is the expense. A vital campaign that you had

If you’re a CEO, your challenges will differ wildly based on what kind of organization you’re running. A multibillion-dollar conglomerate’s challenges will be in stark contrast to a tech startup that’s barely six months old. And yet they both may fall prey to a similar problem that could end up costing them both dearly: flawed

Imagine this: you’re a CEO who finds himself in a high-stakes environment, something akin to a brand war or a race to secure a lucrative deal. At this moment, one of your primary needs is to have real-time data on how your marketing campaign has performed, whether you’re getting the required ROI on whatever amount

Still waiting weeks for a report that tells you what you should have known yesterday? As a CEO, each decision you make is driven by visibility. However, far too often, that visibility is buried under unnecessary delays, miscommunication, and endless chains of middle management. By the time insights finally reach your desk, the opportunity to