The Power of the Same Room: Why Virtual Meetings Should Not Replace Every Face-to-Face Meeting

Key Takeaways:

  • Face to Face Meetings are essential in some circumstances, especially those with difficult decisions to make, problems to solve or teams to build.
  • Remote participants in face-to-face meetings make them much less effective.
  • Project kick-offs should always be face-to-face.

The Power of the Same Room


Type: Knowledge Brief
Tabloid (A3): 11x17 (PDF)
Letter (A4): 8.5x11 (PDF)

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Author: 
Katherine Radeka
Created: 
June 6th, 2014
Updated: 
June 6th, 2014
Lean Program Management: Simplify planning, tracking and status updates to spend more time creating value

Key Takeaways:

  • Use simple, visual models to replace high-maintenance project plans.
  • Create a “pull” system for project information - so that you pull what you need from your teams and your stakeholders can pull what they need from you.
  • Reinvent your program team meetings to focus the team on creating customer value.

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Author: 
Katherine Radeka
Created: 
April 26th, 2010
Updated: 
April 26th, 2010
Lean Meetings: Spend less time in meetings to spend more time creating customer value

Key Takeaways:

  • Daily stand-up meetings minimize the waste of project status reporting while improving team coordination on value-creating activities.
  • “One piece flow” discussion meetings create richer discussion and minimize the waste from revisited decisions.
  • Team Information “Pull” Systems can replace status meetings and email copies.

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Author: 
Katherine Radeka
Created: 
April 26th, 2010
Updated: 
April 26th, 2010
Knowledge Driven Design Reviews: How to Focus Design Reviews to Maximize Knowledge Creation

Key Takeaways:

  • Design Reviews are some of the best opportunities to grow and share knowledge, when we get mandatory checks and bureaucratic processes out of the way.
  • The person whose work will be reviewed is the person who should set the agenda.
  • Feedback in a Design Review is most effective when it’s given in the form of challenging questions rather than direct advice.

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Author: 
Katherine Radeka
Created: 
October 6th, 2011
Updated: 
October 6th, 2011
Five Phrases Lean Champions Should Never Say: And Questions to Ask Instead

Key Takeaways:

  • We can unintentionally shut down conversations with phrases that express the difficulties of a lean transformation rather than respond to real questions people have about lean.
  • We sometimes use these phrases when people ask us things we can’t answer.
  • It’s better to respond by asking questions of our own that open up dialogue.

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Author: 
Katherine Radeka
Created: 
October 21st, 2010
Updated: 
October 21st, 2010
Integration Events: Pull Your Product Design Together

Key Takeaways:

  • Integration Events pull work through product development and help teams identify integration problems early.
  • Integration Plans line out the integration events and team expectations.
  • Integration Events require advance preparation, a format that allows for a lot of interaction and attention to detail, and the ability to “go and see” when the team finds problems.

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Author: 
Katherine Radeka
Created: 
September 16th, 2010
Updated: 
September 16th, 2010
Prepare the Ground: A3 Reports, Nemawashi, and Effective Decision-Making

Key Takeaways:

  • Knowledge has no value if an organization does not use it to make decisions.
  • Nemawashi prepares the ground for effective decision-making by bringing the stakeholders into alignment around a proposal before they are asked to make a decision.
  • It eliminates the wastes of revisited decisions and unproductive meetings by ensuring that proposals only get accepted when the organization is ready to commit fully to their success.

Prepare the Ground


Type: Knowledge Brief
Tabloid (A3): 11x17 (PDF)
Letter (A4): 8.5x11 (PDF)

More Details:


Author: 
Katherine Radeka
Created: 
August 11th, 2010
Updated: 
August 11th, 2010
Nemawashi: Preparing The Ground for Solid Decision-Making

Key Takeaways:

  • Nemawashi directly eliminates the wastes of unproductive meetings and revisited decisions.
  • It is highly efficient for the decision-makers while taking about the same amount of time as the traditional process for the person submitting a proposal.
  • It leads to decisions with solid buy-in from key stakeholders.

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Author: 
Katherine Radeka
Created: 
May 20th, 2010
Updated: 
May 20th, 2010