executives

Warning sign: merge ahead

People Bottlenecks

by Jamie Flinchbaugh on 06-20-17

In the flow of a manufacturing plant, the bottleneck should often be the most valuable, or at least most expensive asset. We actually should be designing our processes around that fact, and then ensuring there is no unnecessary waste in the process that affects that bottleneck. In the Theory of

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Executives can't do it alone, and must be masters of developing people

by Jamie Flinchbaugh on 12-15-13

The world is more complex. Competition is global. Information moves faster. Small aspects of every business require great depth of expertise. The result is that no CEO or Executive has the talent to lead an organization all by themselves. What are your choices? While this oversimplifies it, you either buy

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The relationship between the CEO and the Board of Directors

by Jamie Flinchbaugh on 09-15-10

Recently a lot has been made of the relationship between a CEO and their board of directors. Mark Hurd recently ousted by the HP board is a case in point. This had nothing to do with performance, and everything to do with the relationship, communication, and trust. Last week I

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The Subtle Different Between Coaching Up and Being a Pain the Ass

by Jamie Flinchbaugh on 09-02-10

How to improve your ability to work up in the organizational chart I’m sure many of you in organizations of every shape and size see the need and opportunity to coach up. But coaching your boss, or other leaders beyond that, can be a tricky business. Despite it being one

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Amazon.com's Chief Lean Thinker

by Jamie Flinchbaugh on 08-02-10

This week I’ll be blogging about various things I’ve found around the internet. Of course, the volume of content continues to increase. I sometimes wonder if the rate of increase of garbage outpaces the good stuff. But there is plenty of good stuff as well. I’m always on the lookout

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Valid or reliable – in the board room

by Jamie Flinchbaugh on 07-30-10

In my last post on the theme of looking at metrics as either valid or reliable and the balance between them, I wanted to examine the impact on decisions in the board room. So far we have covered the following: Valid or reliable – take your pick Valid or reliable

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Noses In, Fingers Out

by Jamie Flinchbaugh on 04-27-10

Noses In, Fingers Out is a long-standard rule of thumb for boards of directors and the organizations they govern. What does it mean? Well, that’s not so clear especially as the world has gotten more complicated. Fundamentally it means that board members should have their noses in the business. They

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You're sacked! NEXT!

by Jamie Flinchbaugh on 03-17-10

Although I have written about Undercover Boss, don’t expect this post to be about Donald Trump’s Apprentice (even if the show has now officially jumped the shark, since we now have crook governors and ex-wrestlers). But while fun to say “You’re Fired!” on TV, it’s a lot harder in real

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Take Fridays Off, or Work While They Slack?

by Jamie Flinchbaugh on 12-19-09

Here are two contrasting points via video. One video is from Chris Brogan of ChrisBrogan.com. The other video is from Cameron Herold of BackPocket COO. Check out both the videos. Chris says work while they slack and you can distance yourself from the competition. Cameron says take Fridays off. No,

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Solve your own darn problems

by Jamie Flinchbaugh on 12-03-09

I was recently at a dinner meeting with a few people surrounding an event I was supporting, and at the table was both a young, aggressive, smart individual contributor from a large company and a 30+ year experienced general manager who knew his way around the flagpole. We got into

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