Sustainment of any process improvement is the real key to getting a return on our change investment. Sadly, this seldom occurs. We gather and organize information to justify our change effort. We explore options. We generate ideas for possible solutions. We decide on a course of action from among the possible strategies. We implement the changes. But then, the TASC wheel described by Wallace and Adams that contains these sensible steps grinds to a halt. Read More
About John McNeil
Mr. McNeil has more than 30 years’ senior-level experience in strategic analysis, teaching and consulting; creating change for a wide range of industrial, consumer, and non-profit organizations. He is currently Principal Consultant, providing operational excellence consulting, problem solving, training and process improvement services to companies in the aerospace, services, transportation, metals, telecommunications, and consumer-goods sectors. He holds a Bachelor’s degree in Electrical Engineering, Accounting and Finance.
Execution is the bridge between strategy and results. The bridge is composed of people doing what is needed to realize the desired results. In theory, the plans are feasible, resourced, and fully communicated. In practice, they may be flawed, confounded, and misunderstood. Read More
Vision―it can be such a fuzzy thing. A key and early part of any large-scale engagement is the development of a Blue Sky vision and communications plan. But it’s easy for this to become a rote exercise. Read More
If I hear someone tell me “crawl, walk, run” one more time, I’m going to stamp my foot and cast a spell on them. Thus cursed, they will fall asleep for a month and wake up to find that not only is running possible, but also necessary and now. Read More
There is no case for change. Because change is uncertain, there is only a case for commitment, for action and for analysis. Change is what comes out the other end of a long arduous journey, as a result of these unnatural acts. Read More
