Transformation rarely happens accidentally.”

Anyway… however we decide to implement, do you think you could deliver twenty percent?”

“No – not however we decide to implement.”

He could see the factory coming to life and how to get there… if only he could open their eyes to see it too.”

[Being hypothesis driven] initially seemed counter-intuitive and a little uncomfortable. As an engineer my preference was to work systematically towards a solution. I warmed to the idea when I saw the depth of transformation it helped us to achieve so quickly.”

If your business still needs to change, isn’t it likely that your thinking needs to change first?”

His clearest instructions and full support had yet to kick some people into action.”

Knowledge of world-class principles is not enough: expert capability is required to apply these principles to paint a picture of what excellent would look like for each organisation’s specific processes and constraints.”

Putting a new idea into practice can seem like an anti-climax after the stimulation of discovering and examining it, but doing so is equally challenging.”

To what extent does your operation influence each of the 5Cs (customer service, capacity, culture, capital, cost) in your organisation?”

The numbers don’t lie… I’m running a tighter ship now than ever.”

“Too tight a grip can suffocate.”

That’s the reason for the diagnose and design phases – we need to work with process owners to develop and test solutions to have any hope of them being sustained.”

You now know what it takes to lead a transformation, instead of trying to just support or initiate one.”

Can you think of an example within the last month where one of your employees has changed your mind about something?”

Some of those who are resisting change most strongly are only doing so because they care. They’re the ones you need to be listening to.”

Life would be a lot simpler if people said what they thought and did what they said.”

Employees wandered in like zombies and added insult to injury by springing to life as they left. How could he unlock this internal energy?”

The company is infected with bad habits and afflicted with baggage.”

How would you know for sure that your targets aren’t encouraging hidden, adverse behaviour within your organisation?”

If the team’s initial plan detailed how the performance gap could be closed, should Gregory expect that the gap would be closed?”