April 3, 2026

Creativity Techniques - Individual and Group Based


Creativity is required in research, development, design, and improvement/maintenance.

Creativity is coming up with novel, appropriate solutions to problems/challenges/opportunities.


Creativity and Innovation Techniques

Idea generation: Creativity
Converting ideas into reality: Innovation

Creativity Techniques
Ssub-categories

Problem Definition - including problem analysis, redefinition, and all aspects associated with defining the problem clearly.
Idea Generation - The divergent process of coming up with ideas.
Idea Selection - The convergent process of reducing all the many ideas into realistic solutions
Idea Implementation - Turning the refined ideas in reality.

Processes - Schemes and techniques which look at the overall process from start to finish.




7 Step Model

A
Adaptive Reasoning
Advantages, Limitations and Unique Qualities
AIDA
Algorithm of Inventive Problem Solving
Alternative Scenarios
Analogies
Anonymous Voting
ARIZ
Assumption Busting
Assumption Surfacing
Attribute Listing

B

Backwards Forwards Planning
Bodystorming
Boundary Examination
Boundary Relaxation
BrainSketching
Brainstorming
Brainwriting
Browsing
Brutethink
Bug Listing
BulletProofing
Bunches of Bananas

C

Card Story Boards
Cartoon Story Board
CATWOE
Causal Mapping
Charrette
Cherry Split
Chunking
Circle of Opportunity
Circle Time
Clarification
Classic Brainstorming
Cognitive Acceleration
Collective Notebook
Comparison tables
Component Detailing
Concept Fan
Consensus Mapping
Constrained BrainWriting
Contradiction Analysis
Controlling Imagery
Crawford Slip Writing
Creative Problem Solving - CPS
Criteria for idea-finding potential
Critical Path Diagrams

D

Decision seminar
Delphi
Dialectical Approaches
Dimensional Analysis
Disney Creativity Strategy
DO IT
Do Nothing
Drawing

E

Escape Thinking
Essay Writing
Estimate-Discuss-Estimate
Exaggeration
Excursions

F

F-R-E-E-Writing
Factors in selling ideas
False Faces
Fishbone Diagram
Five Ws and H
Flow charts
Focus Groups
Focusing
Force-Field Analysis
Force-Fit Game
Free Association
Fresh eye

G

Gallery method
Gap Analysis
Goal Orientation
Greetings Cards

H

Help-Hinder
Heuristic Ideation Technique
Hexagon Modelling
Highlighting

I
Idea Advocate
Idea Box
Ideal Final Result
Imagery for Answering Questions
Imagery Manipulation
Imaginary Brainstorming
Implementation Checklists
Improved Nominal Group Technique
Interpretive structural modeling
Ishikawa Diagram

K
Keeping a Dream Diary
Kepner and Tregoe method
KJ-Method

L
Laddering
Lateral Thinking
Listing
Listing Pros and Cons

M
Metaplan Information Market
Mind Mapping
Morphological Analysis
Morphological Forced Connections
Multiple Redefinition

N
NAF
Negative Brainstorming
NLP
Nominal Group Technique
Nominal-Interacting Technique
Notebook

O
Observer and Merged Viewpoints
Osborn's Checklist
Other Peoples Definitions
Other Peoples Viewpoints

P
Paired Comparison
Panel Consensus
Paraphrasing Key Words
PDCA
Personal Balance Sheet
Pictures as Idea Triggers
Pin Cards
PIPS
Plusses Potentials and Concerns
PMI
Potential Problem Analysis
Preliminary Questions
Problem Centred Leadership
Problem Inventory Analysis - PIA
Problem Reversal
Productive Thinking Model
Progressive Hurdles
Progressive Revelation
Provocation

Q
Q-Sort
Quality Circles

R
Random Stimuli
Rawlinson Brainstorming
Receptivity to Ideas
Reciprocal Model
Reframing Values
Relational Words
Relaxation
Reversals
RoleStorming

S
SCAMMPERR
SCAMPER
Sculptures
SDI
Search Conference
Sequential-Attributes Matrix
Similarities and Differences
Simple Rating Methods
Simplex
Six Thinking Hats
Slice and Dice
Snowball Technique
SODA
Soft Systems Method
Stakeholder Analysis
Sticking Dots
Stimulus Analysis
Story Writing
Strategic Assumption Testing
Strategic Choice Approach
Strategic Management Process
Successive Element Integration
SuperGroup
SuperHeroes
SWOT Analysis
Synectics
Systematic Inventive Thinking

T
Talking Pictures
Technology Monitoring
Think Tank
Thinkx
Thril
TILMAG
Transactional Planning
Trigger Method
Trigger Sessions
TRIZ
Tug of War

U
Unified Structured Inventive Thinking
Using Crazy Ideas
Using Experts

V
Value Brainstorming
Value Engineering
Visual Brainstorming
Visualising a Goal

W
Who Are You
Why Why Why
Wishing
Working with Dreams and Images

Entries for many of the techniques are available in:
https://www.mycoted.com/Category:Creativity_Techniques

See the chapter on creativity from the book

https://books.google.co.in/books?id=tOOD9PQrAJcC&pg=PA32#v=onepage&q&f=false



https://wwwbruegge.in.tum.de/MeRE/RE08/RE08/ppgrube-SelectingCreativity-slides.pdf



Handbook of Research on Creative Problem-Solving Skill Development in Higher Education


Zhou, Chunfang
IGI Global, 21-Sep-2016 - Education - 632 pages


Developing students’ creative problem-solving skills is paramount to today’s teachers, due to the exponentially growing demand for cognitive plasticity and critical thinking in the workforce. In today’s knowledge economy, workers must be able to participate in creative dialogue and complex problem-solving. This has prompted institutions of higher education to implement new pedagogical methods such as problem-based and case-based education.

The Handbook of Research on Creative Problem-Solving Skill Development in Higher Education is an essential, comprehensive collection of the newest research in higher education, creativity, problem solving, and pedagogical design. It provides the framework for further research opportunities in these dynamic, necessary fields. Featuring work regarding problem-oriented curriculum and its applications and challenges, this book is essential for policy makers, teachers, researchers, administrators, students of education.

https://books.google.co.in/books?id=9mgeDQAAQBAJ


Technology for Creativity and Innovation: Tools, Techniques and Applications: Tools, Techniques and Applications


Mesquita, Anabela
IGI Global, 31-Mar-2011 - Technology & Engineering - 426 pages


It is widely accepted that organizations and individuals must be innovative and continually create new knowledge and ideas to deal with rapid change. Innovation plays an important role in not only the development of new business, process and products, but also in competitiveness and success of any organization.

Technology for Creativity and Innovation: Tools, Techniques and Applications provides empirical research findings and best practices on creativity and innovation in business, organizational, and social environments. It is written for educators, academics and professionals who want to improve their understanding of creativity and innovation as well as the role technology has in shaping this discipline.

https://books.google.co.in/books?id=K3WXN9a2uP0C

Online Tools for Providing Inspiration and Creativity 

Journal of Visual Communication in Medicine
Volume 28, 2005 - Issue 1
https://www.tandfonline.com/doi/abs/10.1080/01405110500074600?journalCode=ijau20


Resources for Creativity Teaching
https://pdfs.semanticscholar.org/a1c0/4a357ffee316c06e25c5209279ed9502c4de.pdf





To be updated

Ud. 4.4.2026
Pub. 27.12.2018

Spirituality - Concept, Explanation and Measurement



WHAT IS SPIRITUALITY?


Spirituality has been defined in the psychological literature in numerous ways ( Zinnbauer & Pargament, 2002; Zinnbauer & Pargament, 2005; Zinnbauer, Pargament, & Scott, 1999).

On the basis of the works of a number of authors dealing with spirituality and spiritual well-being, Westgate (1996) identified four components of spirituality: meaning and purpose in life (i.e., the
sense of a search for, or the finding of, meaning and purpose), transcendent beliefs and experiences (i.e., an awareness or experience of something beyond life’s rational aspects), intrinsic values (i.e., values, held by the individual with no ulterior motives, that guide his or her life), and community or relationship aspects (i.e., relationship with others and a willingness to help them). Westgate
pointed out that the first two components were included in all of the writings reviewed concerning spirituality although there was a large degree of variety concerning specific definitions and descriptions of these dimensions.

Almost all researchers appear to agree that spirituality is a multi-dimensional construct (Miller & Thoresen, 2003; Seybold & Hill, 2001; Zinnbauer & Pargament, 2005). The significance of a
multidimensional approach to spirituality is that the various components of
spirituality may be related to other variables in a differential manner. .  MacDonald and Holland (2003) used the multidimensional Expressions of Spirituality Inventory (ESI) (MacDonald,
1997, 2000) in order to investigate the relation between spirituality and psychological functioning as operationalized by MMPI-2 scales and found general support for the predicted relation between spirituality and measures of depression and psychopathy. However, these researchers uncovered a pattern of differential correlations between the five ESI dimensions and the MMPI scales. For example, the MMPI Social Introversion scale was related to the Experiential / Phenomenological Dimension but not to the Paranormal Beliefs dimension, whereas the reverse was true for the MMPI Paranoia scale.


One of the few approaches to spirituality that does not include any references to religion – direct or indirect - was put forward by Elkins, Hedstrom, Huges, Leaf, and Saunders (1988). These researchers listed four major assumptions concerning spirituality. One of these assumptions is that spirituality is not identical to religiosity and an individual who is unaffiliated with traditional religion can still be ‘‘spiritual.’’ On the basis of an extensive literature search, Elkins et al. (1988) developed a multidimensional definition of spirituality. According to this definition, spirituality is composed of the following nine components: (a) Transcendent Dimension, (b) Meaning and Purpose in Life, (c) Mission in Life, (d) Sacredness of Life, (e) Material Values, (f) Altruism, (g) Idealism, (h) Awareness of the Tragic, and (i) Fruits of Spirituality. On the basis of this definition, Elkins et al. then developed the Spiritual Orientation Inventory (SOI) whose nine subscales demonstrated acceptable levels of reliability (Elkins, 1988) and which was found to discriminate between groups who were assumed to differ on level of spirituality (Lauri & Elkins, 1988). Later factor analysis of the SOI uncovered two higher order dimensions of spirituality - an experiential dimension and a spiritual value dimension (Zainuddin, 1993).

The SOI has been used in a number of empirical studies as a measure of spirituality (e.g., Smith, 1995; Sherman, 1996; Tloczynski, Knoll, & Fitch, 1997).



EJBO Electronic Journal of Business Ethics and Organization Studies Vol. 13, No. 2 (2008)
61 http://ejbo.jyu.fi/
Spirituality and Ethical Behaviour in the
Workplace: Wishful Thinking or Authentic Reality
Peter McGhee
Patricia Grant

Carrette & King (2005)  offer a universal and useful definition of spirituality consisting of four
behavioural characteristics that evidence a specific mindset. The behavioural characteristics of spiritual individuals include:

1. Seeking to transcend their ego (i.e. their own self-interests)
2. Awareness and acceptance of their interconnectedness with others, creation and their Ultimate Concern
3. Understanding the higher significance of their actions while seeking to integrate their lives holistically
4. Believing in something beyond the material universe which ultimately gives value to all else


A brief description of each of these follows. According to Ashforth & Pratt (2003), themes of self–transcendence figure prominently in most definitions of spirituality. What is selftranscendence? It is something that calls us beyond the “self ” (i.e. the ego) to concern for, and relationships with, others and with the ultimate “other”. Torrance (1994) interprets it as “the individual in continuous interaction with a larger reality in which he or she transcends their personal existence” (p.82). Such persons transcend their egoistic self not by floating off to some mystical union or separate realm of existence but by coming to terms with its enlarging and transformative potentiality. Emmons
(1999) echoes this in noting that such a rising may not be limited to rising above our natural world to relate to a divine being but could also include achieving a heightened state of consciousness (Mayer, 2000), having peak experiences (Maslow, 1970) or entering a state of ‘flow’ (Csikszentmihalyi, 1990).

Spiritual persons seek to live an authentic life sourced in meaningful relationships. The process of self-transcendence, of affirming the spirit and transcending the ego, results in a growing awareness and acceptance of interconnectedness. This also is a general theme in the writing on spirituality (Kale, 2004; Sass, 2000). Spiritual individuals who recognise and imbue the truth of interconnectedness demonstrate the following qualities. First, they connect to the self. Spirituality is an interior journey to find the true self with which the conceited, arrogant, intellectualising, rationalising ego is so easily confused (Weil, 2002). Second, they connect to others. They no longer see themselves as an isolated “atomistic ego-subject” (Yu, 1987, p.143). For such individuals,
spirituality is a state of being, a process towards wholeness that reflects being-in-the-world (Lapierre, 1994) and understands authentic being-in-communion with others and the Ultimate
Other (Buber, 1970).


The importance of a sense of purpose is also apparent in the spirituality literature (Elkins, Hedstrom, Hughes, Leaf, & Saunders, 1988; Emmons, 2000; Wink & Dillion, 2002) Spirituality represents a higher level of understanding that enables the contextualisation of lower levels. It provides answers to the question “why?” and confers individual lives with a sense of integrated wholeness (Mitroff & Denton, 1999) The process of “meaning-making” helps us understand how spiritual individuals revise or reappraise an event or series of events in a manner that gives a higher level of meaning, that is, a spiritual meaning (Baumeister & Vohs, 2005).


Finally, spirituality is the personal expression of an ‘Ultimate Concern’. According to Tillich (1952), ultimate concerns are those ‘God values’ in our lives which have centring power; they are the things with which we are ultimately concerned. Elkins et al. (1988) survey of diverse historical literatures on spirituality supports Tillich’s view. They noted that a spiritual person has an experience-based belief in a transcendent dimension to life. The actual content of this belief may vary from a traditional theistic view of a personal God (e.g. Christianity), a non-theistic view of that infinite potential (e.g. Buddhism), or a humanistic view of the transcendent as being simply a natural extension of the
conscious self into the area of the unconscious or Greater Self. Whatever the content or models used to describe the transcendent, the spiritual person believes in something beyond the material universe (Mitroff & Denton, 1999). Furthermore, he or she believes that contact with this unseen dimension is beneficial (Dierendonck & Mohan, 2006; Emmons, Cheung, & Tehrani, 1998; WHOQOL SRPB Group, 2006).




Transcendence



All of us encounter the transcendent part of life, something that takes us beyond our current way of thinking, feeling, or acting. We master a foreign language, listen
to a new kind of music or learn to pilot a canoe. All these things are examples of
self-transcendence and they are also comprehensible; we can understand the system
of processes, abilities, and decisions behind each of these new activities. We could
refer to these situations as offering a kind of weak transcendence, something that
is beyond us but also within our reach—transcendence “of an internal and human
sort” (Nussbaum, 1990, p. 379). It is something that can be achieved or comprehended,
often without a fundamental change in our way of life or outlook.


There are  more radical forms of strong transcendence that defy comprehension, understanding, and control. This happens when we find that life cannot be put into a box or reduced to a set of propositions and rules despite our best efforts. In the words of philosopher Emmanuel Levinas (1969), we find that our world is not just a settled, controllable “totality” of a clearly understood
system but is an “infinity” that sometimes goes beyond our human control and understanding. This infinity can appear in situations that challenge our settled view of things, as when the death of a loved one makes us realize the finitude of life. The psychiatrist-philosopher Karl Jaspers (1932) referred to these as limit situations or experiences. Strong transcendence also appears in the puzzles and paradoxes of life—things that seem to be simultaneously true but not reconcilable with each
other. For instance, the world seems to have an underlying unity, but at the same
time there is great diversity. Religious people can speak of God as love and at the same time acknowledge the presence of suffering in the world.  Finally, it is evident in our human freedom to make choices, pursue goals, react in different ways, and exercise creativity (Theophan, 1995, p. 72). No matter how carefully we study and plan, our own actions and those of others—even the effects of planful modern science and technology—continue to surprise us and defy prediction. In religious traditions, many thinkers speak of spiritual life as involving some kind of ascent and contact with
this transcendence and that after returning from such an encounter we find ourselves changed in important ways.

While most human philosophies and religions embrace at least some form of
weak transcendence, views on strong transcendence vary markedly. Most forms of
humanistic philosophy reject the idea of strong transcendence.  A view such as this emphasizes our ability to control the world instead of seeing it as a gift to be received. On the other hand,
many religious systems would argue that while weak transcendence exists and is
good, a view of the world or the human person that stops there is radically incomplete.
We must also take strong transcendence into account. For the majority of religious people in the world, this transcendence is not just an abstraction, but it has a personal quality. The something that is beyond relates to us in love, and we in turn offer it our love. This is known as theism, belief in a God
who is free, transcending both us and the world, but who wishes to relate to us. As transcendent, God can become an object of devotion.  Nontheistic religions may acknowledge strong transcendence but
deny its personal quality. This is a traditional stance within Buddhism.

Strong transcendence poses problems for science in general and psychology in particular on a number of fronts. First, scientists generally prefer models that attempt to explain things without reference to transcendence.   Second, some scientists have a limited view of logic which conflicts with aspects of transcendence such as paradox. As Wolfhart Pannenberg has noted,
some scientists have a tendency to confuse rationality (something that makes
sense) with rationalism (something that conforms to a rigid understanding of
logic; Tupper, 1973, p. 261), a stance that is quite restrictive and at odds with
how most people—including scientists—actually arrive at knowledge (Watts &
Williams, 1988, p. 56; Polanyi, 1962). Third, freedom also poses problems for many scientific explanations. Like most aspects of strong transcendence, freedom is defined in a negative way as not
chance or not necessity; as such it cannot be directly observed (Macquarrie, 1982,
p. 13). In the words of Levinas it is a trace phenomenon; we can see its effects as in the free response we make to the demands of others (Treanor, 2005), but we can never see the thing itself. You can observe the fact that you are reading this
book and understand how this is different than alternatives that you might have
chosen, but you cannot measure or prove that freedom allowed you to make the
choice. Some scientists assume that since something cannot be directly observed,
it cannot exist. Scholars who accept the presence of strong transcendence argue
that problems like rationalism or freedom show us a natural limitation of science
in its quest to grasp the human being. They suggest that we cannot understand
the human person solely by looking at ourselves from a non-transcendent point
of view. We must also seek other ways of knowing, (Goldsmith, 1994, p. 95;
Howard, Youngs, & Siatczynski, 1989; Powlison, 2003, p. 205; Macquarrie, 1982,
pp. 26, 41–42; Zizioulas, 2006).

Hope for an afterlife is an important part of religion for most theists, and an understanding of this phenomenon must accept that for believers this type of transcendence is entirely real. However, many scientists—including some psychologists—would find this difficult to accept because it is not directly observable. As a science, psychology suffers under limitations and needs to avoid “psychologism,”
the tendency to assume that all of religion can be explained by psychology when it obviously excludes critical aspects of the phenomena (Vergote, 1969, pp. 5–21).


Introduction to Organizational Behavior - Online Book

May - Management Knowledge Revision - Cost and Management Accounting and Organizational Behavior



To be updated

Ud. 4.4.2026
Pub. 20.2.2019

Wisdom - Theory - Science




Wisdom has been exalted in many cultures as a desired resource representing the ideal integration
of knowledge and action, mind and virtue (Clayton & Birren, 1980). In antiquity, wisdom was
reserved for divine beings. It was worshipped but was beyond the reach of mortals. It was secularized by the Greek philosophers Socrates, Plato, and Aristotle. Since that time, scholars in western cultures have contemplated the nature of the wisdom of human beings and its role in the conduct of life and the organization of society.  Wisdom is associated with good judgment and actions that contribute to living well (e.g., Kekes, 1983, 1988).

Kekes (1988), for example, summarizes the importance of wisdom, ‘‘Wisdom is like love, intelligence, and decency in that it is a good thing to have and the more that we have of it the better we
are. The opposite of wisdom is foolishness, universally recognized to be a defect’’ (p. 145).

 Wisdom was established as an intellectual virtue and as a means for individuals and communities to live
well despite the uncertainties of human life (Kekes, 1988; Nussbaum, 2001; Taylor, 1955).

Aristotle was one of the first to argue for the primacy of practical over theoretical knowledge in decisions about the appropriate and ethical ways to act in life matters (e.g., Taylor, 1955). He believed that practical wisdom enabled an individual to resourcefully adapt theoretical and scientific understanding to concrete situations and dilemmas (e.g., Kekes, 1983; Nussbaum, 2001; Taylor, 1955). Practical wisdom in Aristotle’s model presupposed that an individual was also morally virtuous.
Practical wisdom is used to set priorities for action, and this selection process is guided by intuition and values and tempered by emotion.

Wisdom Theory Developed by Psychologists


One agenda of psychological science is to study general processes of the mind and behavior using standardized empirical and experimental methods.

Initial research by Clayton and Birren (1980) examined the beliefs and implicit theories that people hold about the nature of wisdom and the characteristics of people who are considered wise. They determined that wisdom is associated with cognitive, affective, and reflective characteristics and that wise persons are knowledgeable, mature, tolerant, emphatic, experienced, and intuitive. Subsequent studies have established that socially shared concepts of wisdom differ from concepts of other desirable psychological characteristics, such as intelligence, creativity, or a mature personality profile (e.g., Holliday & Chandler, 1986; Sternberg, 1985). 

Researchers have also asked whether implicit beliefs about wisdom differ across cultural groups, organize judgment and behavior in social life (e.g., professional settings, mentoring), or regulate personal growth. In addition, contemporary work includes methods developed to assess the personality and affective characteristics attributed to wise persons (e.g., Ardelt, 2004), as well as those attributed to
wisdom-related knowledge and behavior. 

The Berlin Paradigm

The Berlin Paradigm combines a broad definition of wisdom as excellence in mind and virtue with a specific characterization of wisdom as an expert knowledge system dealing with the conduct and understanding of life. We called this domain of knowledge the fundamental pragmatics of life (see Fig. 1). It is applied to life planning (e.g., which future life goals to pursue and how?), life management (e.g., how to deal best with critical problems such as suicide or family conflict?), and life review (e.g., how best to make sense of our life history and past experiences?). This knowledge is used by an individual to construct her or his own life. Alternatively, it contributes to the coconstruction of the lives of others in the form of good advice, exceptional judgment, excellent mentoring, or insightful organization of education and society

Source for the above content.
The Fascination of Wisdom Its Nature, Ontogeny, and Function
Paul B. Baltes and Jacqui Smith
Volume 3—Number 1,  2008 
Association for Psychological Science




Targowski, Andrew
Harnessing the Power of Wisdom (2013),


Cognitive Informatics and Wisdom Development: Interdisciplinary Approaches: Interdisciplinary Approaches



Targowski, Andrew
IGI Global, 31-Dec-2010 - Psychology - 260 pages


Wisdom is the ultimate human virtue. Its development and  application is important for humans and civilization.

Cognitive Informatics and Wisdom Development: Interdisciplinary Approaches argues that wise civilization cannot function without wise people and vice versa, that wise people cannot function without positive conditions for the development of wise civilization. Using the cognitive informatics approach as a basis for the investigation of wisdom, this book offers solutions on how to study and evaluate the state of wisdom in 21st century society and the requirements for wise civilization and its monitoring systems.

https://books.google.co.in/books?id=_JXSqkmF0YUC


Wisdom is information reflecting good judgment and choice; it is the final cognition unit in the Semantic Ladder and has different levels of scope and quality depending on the four minds, namely basic, whole, global and universal mind, which are supported by the art of living, understood as the reflection of behavioral aspects of wisdom within the philosophical framework of the hierarchy of possible purposes of one’s life.

Wisdom Literature

Maxims of Ptahotep

https://en.wikipedia.org/wiki/The_Maxims_of_Ptahhotep

https://www.ucl.ac.uk/museums-static/digitalegypt/literature/ptahhotep.html  (Many passages)

Beginning of the collection of fine words

Said by the man of the elite, foremost of arm
god's father and beloved of the god
eldest son of the king of his body
overseer of the city, vizier Ptahhotep
in teaching the ignorant to be wise
according to the rules of fine words,
something useful to whoever heeds,
and something harmful to whoever transgresses it.




To be updated now. Interest in the topic once again generated by Sajid Ali Khan






Updated on 4.4.2026, 19.5.2022, 25.8.2021



March 21, 2026

Throughput Increase Focused Productivity Improvement and Management

OBSERVE AND RECORD - ANALYSE - IDENTIFY OPPORTUNITY TO IMPROVE - REDESIGN - INSTALL - INDUSTRIAL ENGINEERING. PRODUCTS, FACILITIES AND PROCESSES.

#IndustrialEngineering   for   #SocietyProsperity  through #Productivity  #Improvement. 

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. 

365+ Downloads in the new academic year. 12000 downloads 

Free Download from:

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0




Theory of Constraints

Theory of Constraints - Principle, Theory and Bundle of Practices in Productivity Management

https://nraomtr.blogspot.com/2024/09/theory-of-constraints-principle-theory.html


Summary - Book - The Goal - A Process Ongoing Improvement - Eliyahu Goldratt

https://nraomtr.blogspot.com/2024/09/summary-book-goal-process-ongoing.html



Theory of Constraints, a systems framework to help determine:


What to change? What to change to? How to cause the change?


TOC asserts that the goal of a company is to make more (and more) money. 


It describes three methods to achieve this goal:


Increase Throughput (T = Sales Revenue - Totally Variable Costs)


Reduce Inventory (I = investment blocked in the system e.g. receivables, inventory, fixed assets, etc.)


Reduce Operating Expense (OE = fixed costs)


Increasing Throughput is generally far more powerful (and sustainable) to increase money made by a business. To help organizations increase Throughput, he created the Five Focusing Steps in the Process of Ongoing Improvement ( POOGI):


IDENTIFY the system's constraint


EXPLOIT the system's constraint


SUBORDINATE everything else to the above decision


ELEVATE the system’s constraint.


AVOID INERTIA if the constraint has been broken, go back to Step 1.



Ud. 21.3.2026

Pub. 6.9.2024





March 19, 2026

What is New in Management Theory and Practice? Management Theory and Practice Bulletin Board


Read News, Information and Lessons for Industrial Engineers 
Industrial Engineering Bulletin Board - Industrial Engineering Knowledge Center covering Productivity Management and Cost Management leading to Increased Revenue and Profit.








------------------------------------------

What is New in Management Theory and Practice?


Management New Theories and Practices - 2026

------------------------------------



April 2026

Our research highlights how CIOs can rethink allocation—and redirect spending—to unlock maximum growth. https://mck.co/4dmqOa5
https://www.linkedin.com/posts/mckinsey_every-cio-knows-the-balancing-act-funding-activity-7445863082523824128-Ge5D


In a presentation for MIT Data Center Day, sponsored by the MIT Industrial Liaison Program, Oliver made the case that quantum computing is actively transitioning from a scientific curiosity to a technical reality — an indicator that it’s high time for organizations to dive in.
https://www.linkedin.com/posts/mit-sloan-school-of-management_4-guidelines-for-advancing-quantum-computing-ugcPost-7445836262625804290-grjv

Unfortunately, many workplaces promote manipulators. Here’s how you can deal when you have to work together. https://s.hbr.org/4tkUrgP


MIT Sloan School of Management
While many people think of artificial intelligence as an automation tool, MIT economics professor David Autor said it’s best to see it as a collaboration tool that amplifies employee skills instead of replacing them.

In a recent episode of the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL) Alliances podcast, Autor and MIT Sloan principal research scientist Neil Thompson explored AI’s impact on jobs, the future of work, and productivity. Here are five insights from their discussion.

Learn more: https://lnkd.in/epM5KwQY
https://www.linkedin.com/posts/mit-sloan-school-of-management_what-2-mit-experts-are-thinking-about-ai-ugcPost-7445852390639054848-Z1we

aramco
We continue to harness advanced technologies to boost operational efficiency, foster innovation, and grow our digital capabilities, building toward a technology-driven future.  Learn more
https://bit.ly/4rVwQCf

High-performing teams are comfortable sharing negative emotions with each other in addition to the positive ones. https://s.hbr.org/413tHVS

McKinsey People & Organizational Performance
While many organizations set out to improve performance, fewer than 25% achieve sustained impact. ​ 

Sarah Armstrong, Chief People Officer at Rolls-Royce, shares how the company transformed performance management across financial, operational, and people dimensions.​ 

The breakthrough came from engaging the entire organization. Rolls-Royce anchored its transformation in three core principles: changing the whole system rather than isolated parts, connecting individual work to what it means to win as an organization, and tracking employee sentiment with the same rigor as financial results.​ 

​Our report on The State of the Organizations provides a holistic view of the 9 most important shifts businesses are grappling with and what leaders and their teams can do about them. ➡️​ https://mck.co/4dbLBwU


MIT Sloan Management Review
Navigating today’s level of volatility demands not just agility but a willingness to rethink how we lead, plan, and adapt. Leading through chaos is about learning how to ride the storm — and helping our teams do the same. Consider 10 insights from researchers and executives who are experts in key aspects of leadership during uncertain and chaotic times.

Read the full article >> https://mitsmr.com/44j32aB


MIT Sloan Management Review
Values lie at the heart of effective leadership, serving as the foundation for decisions and organizational cultures. Yet in the lecture halls, meeting rooms, and offices where we teach leadership, we regularly see a muddiness around how to think about these core principles.

Individuals are often unsure about what constitutes a “value.” When asked to delve deep into personal moral codes and what it means to hold certain standards and ideals, people struggle to clearly convey what they believe and how their actions reflect these beliefs. In truth, we have found that people don’t spend much time thinking about what they stand for unless they face a crisis — by which point, they are unprepared to properly evaluate the possible trade-offs among competing values or the long-term consequences of decisions.

Values are shaped by mindset and choice. People can consciously identify what they value and purposely choose to prioritize it. Though there are many different types of values, some can bring joy and groundedness, whereas others can generate misery or at least difficulty. In practice, some values are destructive or dysfunctional to achieving the results we seek. Understanding why some values serve us better than others is a distinction that can set the course to our ultimate success or failure.

Here, we offer practical steps leaders can take to explore, evaluate, and refine their values to make better decisions and lead organizations toward success. We explain how leaders can develop actions, metrics, and checkups to confirm if they’re really following those principles.

Read the full article >> https://mitsmr.com/3Jzf183

Harvard Business ReviewH
🎧 Artificial intelligence is advancing quickly, but its real impact on productivity, jobs, and competitive advantage is still uncertain.

In this episode, MIT research scientist Andrew McAfee explains why we’re in a moment where “nobody knows anything” about how AI will ultimately reshape business—and what leaders should do anyway.

https://s.hbr.org/48bRWoI




March 2026

Why your AI Marketing usage  is missing new growth opportunities
Think with Google

Joshua Spanier
Vice President, AI & Marketing Strategy

𝗧𝗵𝗲 𝗼𝗹𝗱 𝗺𝗮𝗽𝘀 𝗼𝗳 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗴𝗿𝗼𝘄𝘁𝗵 𝗱𝗼𝗻'𝘁 𝘄𝗼𝗿𝗸. 𝗪𝗲 𝗻𝗲𝗲𝗱 𝗮 𝗻𝗲𝘄 𝗰𝗼𝗺𝗽𝗮𝘀𝘀. 
That’s why I am sharing insights from Norm de Greve, Chief Growth Officer at General Motors, in this week’s Frontier CMO newsletter.


February 2026

3.

CISCO AI Summit 3.2.2026 Today Live Stream

CII Institute of QualityBuilding People, Building India, through Quality

Confederation of Indian Industry (CII) Institute of Quality is hosting its 11th National Competition on Digitalisation, Robotics & Automation (DRA) - Industry 4.0 on 26-28 Feb 2026 through Cisco Webex. 

Award Ceremony will be held in physical mode in Gurgaon / NCR & schedule will be shared later.
 
Key objective is to strengthen culture building on Intelligent Automation and implementation of Industry 4.0 / Digitalisation / Digital Transformation & engagement of employees in each manufacturing location, as well as at the organisation level, will impact on enhancing Bottom line / Profit. Overall the competition aims to support Government of India’s “Make In India", “Digital India " and “Viksit Bharat" campaign by enhancing the competitiveness of Indian Industry in the global market.
 
65+ Case Studies on Intelligent Automation / Smart Manufacturing / Industry 4.0 / AI / ML / Smart Services / Digitalisation / Innovation / Robotics or Robotics Process Automation (RPA) / BOTS will be presented by teams from Manufacturing & Service Sector Industry across India. Last date for submitting applications along with DRA Summary Sheet and Presentation is 20th Feb 2026. Click on below links for downloading Application Form, Summary Sheet and PPT templates: 

AIM Research has just released this new report on Manufacturing Global Capability Centers (GCCs) in India.

McKinsey & Company
Bringing gen AI into people analytics shifts the focus from what models can produce to how much users can trust the answers. A deliberate, trust-first approach, starting small and anchoring AI in strong data, raises the bar for insight, context, and judgment.

Explore what this shift means for people analytics teams. 

Recent research from the McKinsey Global Institute points that while more than half of US work hour
s could be automated, most skills remain relevant—applied differently and increasingly in partnership with AI. 
 
For leaders, the priority is shifting skills: investing in AI fluency, judgment, and collaboration, and redesigning work so people and intelligent systems create value together. Explore the full report: mck.co/4q14OED

Harrington Emerson's Efficiency (Productivity Management) Principles (1911):
Planning - Standards and Schedules - Despatching - Standardized Conditions. - Standardized Operations.- Standard-Practice Instructions. 
Despatching, like other principles, is a sub-division of the science of management, a part of planning.
Harrington Emerson's The Seventh Efficiency (Productivity Management) Principle: Planning and Despatching.
Lesson 346  of  Industrial Engineering ONLINE Course -  Productivity Management Module. 
https://nraoiekc.blogspot.com/2013/10/chapter-9-seventh-principle-despatching.html

New research reveals five “blind spots” leaders routinely underemphasize, from accountability to competitive edge. Curious which behaviors separate momentum from real results? 

1. Performance edge
2. Capabilities enablement
3. Decision making
4. Competitiveness
5. Accountability


Take a closer look.

2.

McKinsey & Company
Stepping into the CEO role means becoming the face, voice, and bridge to a whole new set of stakeholders, often overnight. 

This guide breaks down how new CEOs can master the four W’s to shape a clear, confident narrative from day one. Read the playbook for navigating your firsts with intention. https://mck.co/4qOv6uA

1.

In 'Flash Teams: Leading the Future of AI-Enhanced, On-Demand Work,' Melissa Valentine explores how AI helps leaders assemble talent on demand, optimize workflows, and learn as projects evolve. 

Take a look at how data-driven collaboration is reshaping teamwork. https://mck.co/3NEnnRr

Explore the five questions guiding reinvention-level change, and why they matter now. https://mck.co/3LRqg0n
The leaders who succeed rethink where value comes from, rewire how their organizations learn, and show up differently for their people.



January 2026

31

AI-enabled M&A

Imagine identifying 500+ potential acquisition targets in less than 24 hours. 

By combining gen AI, semantic search, and deep company data, advanced scouting tools are helping acquirers prioritize the right deals faster, and turn insight into action. Take a closer look at what’s possible with AI-enabled M&A. https://mck.co/4akpDpE


27.
Prepare for four possible futures: sustained inflation, secular stagnation, a balance sheet reset, or the best outcome – accelerated productivity that restores global balance.​

Only one path delivers lasting growth and resilient wealth.​

​Explore McKinsey Global Institute’s report for more: mck.co/outofbalance

Ahmet Ömer Yılmaz
Senior Industrial & Mechanical Designer | Providing Design Services

Next-Generation Printing and Advanced Materials in 3D Printing
https://www.linkedin.com/posts/biomeryilmaz_robotics-automation-architecture-ugcPost-7421477820494909440-ArRF


Ankur Gupta
Chief Architect, Applied AI — Supply Chain Decision Intelligence (Inventory, Planning, Digital Twins) | Optimization + GenAI | Ex-Amazon/AWS/Flipkart


Applied AI in Supply Chain: Use a digital twin to improve supply chain performance
https://www.linkedin.com/posts/ankur-gupta-40897a_applied-ai-in-supply-chain-use-a-digital-activity-7421873222549286912-zZty

Ben Willis
End-to-End Supply Chain | People, Process, Tech & Data | Supply Chain Systems | Solution Design & Implementation | Consultant, Advisor, & Business Owner




Modern supply chains require deeper planning capability, disciplined execution, stronger analytics, and soft skills that keep teams aligned. 
When improving capability, where does change actually get hardest?

#SupplyChainSkills
https://www.linkedin.com/posts/benjamintwillis_supplychainskills-activity-7421939892106166272-rluI

Parthiban Srinivasan
Production & Process Engineer | Supply Chain & Operations | Simplifying Lean, ERP & SCM through Real Examples

Supply chain platforms — o9, Kinaxis, Logility, Blue Yonder...


21.


72% of CEOs now act as primary AI decision makers, with "trailblazing" CEOs spending 8 hours/week on their own AI upskilling.
BCG  AI Radar 2026, surveying 2,360 execs across 16 markets, including 640 CEOs. 






16
EY - 5 must reads for the weekend before WEF - January 16, 2026

PepsiCo supply chain digital twins

?D𝗮𝘁𝗮 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲
?L𝗲𝘁’𝘀 𝘀𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝗶𝘁. 𝗗𝗮𝘁𝗮 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗶𝘀 𝗳𝗼𝘂𝗿 𝘁𝗵𝗶𝗻𝗴𝘀:
→ ownership
→ quality
→ access
→ accountability

The Evolution of Management Models: A Neo-Schumpeterian Theory Zlatko Bodrozic and Paul S. Adler, 2018

Related






14.

Will AI End Traditional Management In 1,000 Days?
By Kevin Kruse, leadership development & emotional intelligence.
Jan 13, 2026

Planning and Organizing for Value - McKinsey - Organize to Value System - 12 Critical Elements

By making bold, intentional choices across 12 critical elements, leaders can unlock real, measurable value.


4 tensions leaders must navigate when rolling out agentic AI
MIT Sloan School of Management

Thomas H. Davenport, a fellow at the MIT Initiative on the Digital Economy, and co-author Randy Bean outline AI investments that have paid off for Vanguard Group with an estimated ROI of $500 million.


January 14, 2026


Humanoid (SKL Robotics) has announced a strategic partnership with motion technology company Schaeffler to support real-world deployment of its humanoid robots. 

Gmail with Gemini 
https://blog.google/products-and-platforms/products/gmail/gmail-is-entering-the-gemini-era/




13
McKinsesy on  Davos agenda this year.

Basic Marketing AI Agents in Multi-Marketing AI Agent Team


All Tata enterprises were expected to operate with ‘Tata values.’ 

One of the values was fairness to all stakeholders. 
Another was the pursuit of excellence. 
And a third, very dear to Mr. Tata, was respect for the dignity of all human beings.
Because that is how institutions are preserved, not by avoiding mistakes, but by refusing to stop listening. The courage to listen, consistently and personally, is what made Tata more than a group of companies.


The Learning Factory: How the Leaders of Tata Became Nation Builders Kindle Edition
by Arun Maira (Author) 




10
Managing improvement in the activities under their direction and control is an important task of managers now.

Improvement Management of Performance Areas - Safety, Quality, Delivery, Cost and Productivity

A large body of work has grown around how processes can be developed, enhanced and generally improved. The area was started by F.W, Taylor in 1880's with his studies to increase productivity through determining appropriate speed at which machine tools have to be run and operators have to perform. Process studies had further contribution from Gilbreths in the form of process chart. H.B. Maynard and R.L. Barnes provided more detailed descriptions. Maynard developed the procedure of operation analysis. Processes are made up of operations. Operation analysis and improvement has to be a compulsory step in process improvement. Quality engineers and management persons also emphasized process based thinking and process improvement for quality improvement.

9

5 must reads for the weekend
EY
January 9, 2026

AI revolution is gathering speed. It is a fast revolution. In just three to five years, artificial intelligence, connected systems, and bold business models will flip the industrial world on its head. 
Resetting the rules: AI’s role in the next Industrial revolution.

AI Maturity Progress Guidelines
New research by MIT CISR (MIT Center for Information Systems Research) researchers Stephanie Woerner, Peter Weill, Ina Sebastian, and Evgeny Káganer suggests that companies can advance in AI maturity by focusing on four factors: aligning AI investments with strategic goals; building modular platforms and data systems; synchronizing efforts to create AI-ready people, roles, and teams; and practicing good stewardship by creating transparent and compliant AI practices.


Experts — however knowledgeable in their field — aren’t immune to being wrong. As democracies turn to specialists to solve big issues, Professor Jonathan Bendor says non-experts should still hold them accountable.



7.


Five practical lessons to scale your data products
April 23, 2025 | Article

When it comes to data products, companies are operating much more along the single engine–single rail car model. The result is fragmenting data programs that fail to scale or generate the value that many had expected.


Data Products - A Better Way to Put Your Data to Work
Package it the way you would a product. by Veeral Desai, Tim Fountaine and Kayvaun Rowshankish (McKinsey).
From theHBR  Magazine (July–August 2022)

Industry-Service Matrix for Autonomous Vehicle:
Framework Development and Empirical
Validation
SUN JUNG PARK AND CHOON SEONG LEEM
Department of Industrial Engineering, Yonsei University, Seoul 03722, Republic of Korea

The standalone and integrated value of digital twins and ancillary emerging technologies for enhancing supply chain performance
Vincenzo Varriale,Francesca Michelino &Moacir Godinho-Filho
Production Planning & Control

Hyperautomation as a Socio-Technical Paradigm: Integrating Robotic Process Automation, Artificial Intelligence, and Workforce Analytics for the Future Digital Enterprise
Dr. Elena Marković
University of Belgrade, Faculty of Organizational Sciences, Serbia
International Journal of Modern Computer Science and IT Innovations
2026-01 (Jan)-05

Agent Grant: From Identity Signals to Measurable Risk Reduction
Agent Grant in Qualys ETM Identity uses agentic AI to measure and reduce identity risk across AD, Entra, Okta & other cloud IdPs/IDaaS. It operationalizes identity risk by turning messy Active Directory & identity-risk signals into validated, prioritized, and closed-loop actions with proof of risk removed.

AI’s rapid shift from efficiency tool to growth engine in wealth management.
EY America’s Ugur Hamaloglu says the investment required means the technology has to drive client acquisition, engagement, and personalization.
JAN 06, 2026

6

4 Ways to Address Employee Discontent
Harvard Business Review
January 6, 2026


The latest AI news we announced in December
Google
January 6, 2026

Five Trends in AI and Data Science for 2026
From the AI bubble to GenAI’s rise as an organizational tool, these are the 2026 AI trends to watch. Explore new data and advice from AI experts.
 
Thomas H. Davenport and Randy Bean January 06, 2026

1. The AI bubble will deflate, and the economy will suffer.
2. More all-in adopters will create ‘AI factories’ and infrastructure.
3. GenAI will become more of an organizational resource.
4. Agentic AI will still be overhyped but will likely be valuable within five years.
5. Debate will continue over who should manage AI.





5
Value Creation Using AI -  AI Skills Gap Issue
Boston Consulting Group (BCG)
January 5, 2026


BCG analysis shows that while  20% AI value from basic technology and infrastructure, 10% of AI value creation comes from advanced and improved algorithms,  a striking 70% comes from redesigned and reengineered processes using the power of the new technology,  people trained in the new technology,  and change management (process specific education, attitude changes and training and skill development in the new processes). 


4

5 must reads for the weekend
EY
January 2, 2026

Agents and the promise of the infinite digital workforce
AI Agents powered by GenAI, a digital workforce that can take action, learn on the job, and stay switched on long after the lights go out.
Rethink workflows, upskill teams, and make sure humans and machines start the year working in sync.

In brief

Effective adoption requires redesigned processes and employee upskilling for human-AI collaboration.
Key challenges include reliability issues like hallucinations and dependence on human supervision.


Feedback is vital to personal and professional growth, but it’s often difficult to deliver well. A powerful way to help is using a clear structure to keep the conversation fact-based and focused on solutions.






------------------------------

Management New Theories and Practices - 2025


As we look back on 2025, here are some of the McKinsey Global Institute’s most illuminating charts – distilling a year of research across our core themes: https://mck.co/3Y49uOk


Our most-read Strategy & Corporate Finance articles unpack how the C-suite is leveraging AI, data, and purpose to stay ahead

Our Most Essential Reads of the Year 2025
Boston Consulting Group (BCG)

The Top 10 Articles of 2025
MIT Sloan Management Review
December 14, 2025

In 2025,  Organizations that enabled talent to adapt, grow, and lead are outpacing the rest in the AI era. Explore our top McKinsey People & Organizational Performance insights to see how the best leaders are building new mindsets and capabilities to empower humans at work.  Best of 2025.

Interviews with Wharton faculty authors about their latest books in 2025.

30 Dec

L.P. What separates good CEOs from great ones? How, and when, they communicate.

L.P. The best new CEOs ask questions that reflect a powerful mindset shift: moving from personal performance to collective purpose


First-in-the-nation AI law to support Responsible AI.
December 18, 2025 Faculty News
California vs. the deepfakes: How a Haas faculty member helped write first-in-the-nation AI law.
 David Evan Harris, a UC Berkeley Haas professional faculty member since 2015 and a UC Berkeley Chancellor’s Public Scholar, took a lead role in drafting California’s AI Transparency Act of 2025 (AB 853). Introduced by Berkeley Assemblywoman Buffy Wicks and signed into law by Gov. Gavin Newsom on Oct. 13, this first-in-the-nation law requires online platforms to make it easier for users to discern whether content is authentic or AI-generated. The law, which takes effect in January 2027, applies to social media, search engines, and mass messaging platforms like WhatsApp and Telegram.

How Procter & Gamble Uses AI to Unlock New Insights From Data
P&G is now incorporating analytical, generative, and agentic AI to address a wide variety of business issues.
Thomas H. Davenport and Randy Bean December 17, 2025


Calm: The Underrated Capability Every Leader Needs Now
By making one or two deliberate shifts, leaders can strengthen their ability to stay steady when work accelerates.
Lynda Gratton December 30, 2025
 I developed an eight-thread framework that captures the capabilities people rely on over long careers. Four threads relate to the capabilities, motivations, and skills specific to building productivity. The other four relate to what we do to nurture ourselves and those around us and are crucial to creating and maintaining harmony in our working lives.

Recently, I’ve been using a rating scale in workshops with executives to assess the current strength of their eight threads. The weakest thread is calm — the capacity and motivation to create space for reflection, center themselves, and protect the activities that restore their energy.\And yet, in every workshop, a small minority of attendees — typically around 10% — rate calm as their strongest thread. They are no less busy, no less driven, and no less accountable than their peers. I call them the calm minority. This article explores who they are and what the rest of us can learn from them.

In the calm minority, Calmness may be derived from three sources: heritage, personality, and experience.

Pathway 1: Calm From Heritage — Shaped by Context and Early Norms
Pathway 2: Calm From Personality — Temperament as an Internal Anchor
Pathway 3: Calm From Experience — Learned Through Exposure and Reframing


McKinsey Global Institute - Agents, robots, and us: Skill partnerships in the age of AI

November 25, 2025 | Report

Accelerating Manufacturing Innovation at Michelin With Data and AI

Thomas H. Davenport and Randy Bean  August 25, 2025
Michelin Group currently has more than 200 AI use cases that support essential businesses and functions, including inspecting tires for defects and providing advance detection of stock shortages in its supply chain. Ambica Rajagopal, the company’s group chief data and AI officer, explains how Michelin is using artificial intelligence technologies in its manufacturing facilities and in areas like marketing and finance to improve its products and its workers’ experiences on the job.



Businesses face a choice: innovate or be eclipsed. 
CEOs are turning to new venture opportunities to drive revenue growth and resilience, but how can they increase their chances of success? 
The three building blocks of a successful venture factory.
May 27, 2025 | Article


Which chief risk officer archetype are you?
May 6, 2025 | Interactive



The tech landscape is shifting fast, and leaders are feeling the pressure to choose wisely.
This year’s Tech Trends Outlook highlights the frontier technologies poised to reshape business, and what it takes to scale them with trust and impact. 
McKinsey Technology Trends Outlook 2025
July 22, 2025 - Report - Fifth edition




Don’t just finish the year strong. Finish with clarity.
McKinsey Strategy & Corporate Finance
December 10, 2025
By Carolyn Dewar, McKinsey & Company senior partner and co-author of two The New York Times bestsellers, A CEO for All Seasons: Mastering the Cycles of Leadership and CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

Most leaders use December to close the quarter, manage urgent issues, and push for final results. But we have found the CEOs who consistently outperform  use this month to make the choices that will define next year: sharpening priorities, shifting resources, and aligning their organizations so January doesn’t begin with a cold start.

Across our work with more than 200 high-performing CEOs, three year-end practices separate those who set the pace for the next 12 months.


McKinsey Global Institute
 In a new Forward Thinking, Anu Madgavkar and Olivia White explore how boosting productivity through automation, AI, and workforce reskilling can help fill the work force availability gap.

Learn how leading organizations are navigating this shift and what American businesses can do 


Leading the tech agenda as CIO. CTO. CDIO

Building a robust investment case is a baseline from which tech leaders can lead positive change in their organization toward resilience, productivity, and growth. To do this, you will need strategies to successfully scale gen AI and agentic AI, moving beyond compliance to driving measured impact.

The pressure is on, and the opportunities for tech leaders have never been greater. CIOs must assume the roles of chief orchestrator, builder, protector, and operator across the entire business. You must capture the value of new technologies, based on real-world observations. From starting with high-impact internal use cases, to optimizing prompts, building the right test environments, and putting effective governance systems in place.


The CEO shareholder letter: What they teach us about company culture
McKinsey Strategy & Corporate Finance
May 6, 2025
Two of this year’s most dog-eared shareholder letters I’ve heard CEOs talking about are: Jamie Dimon’s letter to JPMorgan Chase shareholders, and Andy Jassy’s letter to Amazon shareholders.



Cost Stories - How AI Powers Excellence
Boston Consulting Group (BCG)
November 6, 2025

Become a Stronger Negotiator.
Read the article included in the newsletter/
MIT Sloan Management Review
November 30, 2025


Six Keys to a Strong Culture
MIT Sloan Management Review
April 13, 2025


L.P. How two simple formulas help to START(!) improving an assembly line.
In serial production environments, two simple formulas provide clarity and guidance.

1.Takt Time (TT)
TT = Net available time per day / Demand per day

2. Number of Operators Needed
# of operators = Operator Cycle Time (OCT) / Takt Time (TT)
👉 OCT represents the time one operator needs to complete a full cycle to make one product.


Leading in a New Era
Columbia Business School
July 18, 2025


How Gen AI Can Reshape Your Role as a Manager
Harvard Business Review
July 16, 2025

GenAI Innovation: Colgate-Palmolive’s Lessons
MIT Sloan Management Review
February 16, 2025







---------------------------------------
2024 Best Conversations of BCG

2022

2020

Episode 41: How Can HR Help Shape the Reskilling and Learning Agenda? (Interview with Lynda Gratton)
15 September 2020

Lynda Gratton is a Professor of Management Practice at The London Business School where she directs Human Resource Strategy in transforming companies, which is considered one of the world's leading programs on Human Resources. 

Lynda is also the founder of HSM, the research consultancy and has written extensively on the future of work, the role of corporations and the interface between people and organisations. Lynda's most recent book, The New Long Life, A Framework for Flourishing in a Changing World, was published at the end of May and we will talk a little bit about that in this episode.  You can listen below or by visiting the podcast website here.


Theodore Kinni, Contributing Editor, MITSMR   https://twitter.com/TedKinni
http://readingwritingmanagement.blogspot.com/

April 2019

One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin

September 2018

7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor    
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers


March 2018

Managing Greatest people - Steve Jobs


The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.

__________________

 __________________


Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.

Jobs terms people with highest maturity of business processes and tasks as greatest people.

https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences

https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/

https://blog.dcrworkforce.com/build-effective-team-steve-jobs

November 2017


Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301

Amoeba Management - Kazuo Inamori - Full Web Page on the topic with various links

http://global.kyocera.com/inamori/management/amoeba/

27 August 2016

Why Companies Can’t Perceive Customer Insights and Can't Turn the limited Customer Insight into Growth

BCG Perspectives
16 August 2016

Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer,  customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition.  This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/

Values of Business Schools





Updated  30 March 2018,  12 November 2017, 20 October 2016,  27 August 2016,  18 September 2015