RE: The Deming Algorithm (challenge to Steve Prevette)

["Alan Meekings" <alan@landmarkconsulting.co.uk>]

Ivan,

In your earlier posting you say:

"I have come to the conclusion that an organisation is changed or maintained
largely by the CEO actions and by conversations."

I see where you're coming from.

However, it seems to me that things don't necessarily need to be like this.

If you want but one example, think of the success of Richard Noble, who led
the teams who captured both the sub-sonic and super-sonic land speed records
in the 80s and 90s. 

His input is especially relevant, not least because he was a speaker at the
Deming Forum in the UK last year. Indeed, his book, "Thrust: The Remarkable
Story of One Man's Quest for Speed", is well worth reading.

Richard Noble's whole philosophy stands as an anathema to primacy of the
CEO, or even his or her conversations with staff.

In contrast, I do agree with you that changing a hierarchical view of things
is most easily enabled if the person at the top of the hierarchy can be
enthusiastically co-opted to lead the endeavour.

Do other contributors have insights to share with this Forum into ways of
capturing genuine top management engagement and support?

Regards as ever,
 
Alan
 
Email: alan@landmarkconsulting.co.uk
Mobile: 07785 258 741