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News, articles, books, podcasts, and videos about how to make the workplace better.
Operational Excellence, Improvement, and Innovation
Problem-Solving Plot Twist: Clarity Comes Later
We've all heard it before:
“You need to clearly define the problem first.”
Or the classic,
“A problem well-defined is a problem half solved.”
But is that really true? Does a perfectly defined problem guarantee a successful solution?
Not necessarily, say researchers Johnathan Cromwell and Jean-Francois Harvey. Their study of problem-solving teams revealed an interesting pattern: The most successful teams didn't start with total clarity–they gained it along the way. Teams that began with some ambiguity but refined their understanding in the middle of the process were more likely to implement effective solutions. In other words, clarity still matters, but the path to it is more dynamic than conventional wisdom suggests.
This aligns with real-world experience. Rigid, linear problem-solving frameworks often fall short compared to iterative, flexible approaches. I've personally relied on the A3 method, which emphasizes continuous input and iteration–what I call “getting a lot of fingerprints” on the process. This means redefining the problem as new insights emerge, rather than treating it as a fixed starting point.
Your problem statement isn't just a box to check–it's the launchpad for discovery.
Is The Toyota Production System Hindering Toyota's Electric Future?
Toyota has built its reputation on mastering continuous improvement–but can that same mindset take them from gas-powered dominance to EV leadership? Critics, like Caresoft President Terry Woychowski, argue that “you cannot kaizen yourself from an ICE vehicle to a BEV,” pointing to Toyota's slow progress toward its ambitious goal of 1.5 million EVs by 2026 (which now seems unlikely). Some question whether Toyota's deep-rooted commitment to the Toyota Production System (TPS) is holding them back from the radical innovation needed for the electric era.
But Toyota isn't backing down.
“We view improvements as opportunities for evolution,” says Aki Irie, Toyota's general manager of public affairs. “TPS is a way of thinking, not just a method for improving efficiency.”
Can Toyota balance bold thinking with its relentless pursuit of improvement? As CTO Nakajima puts it, “We know EVs are the future. But until we get there, we're going to keep trying to get better at what we do best.”
Walmart and AI
At OPEX Week 2025 in Miami, David Glick stood out for his empowering approach to using AI to develop virtual assistants at Walmart. I enjoyed his “can-do” enthusiasm and his respect for teams' abilities to rapidly solve problems. Read more about Walmart's AI strategy from the Process Excellence Network.
The Doctor Will See (A Virtual) You Now
Clinicians are drowning in documentation while racing against the clock to diagnose and prescribe life-saving treatments. But with AI and computing power advancing rapidly, the long-promised “digital twin” technology–where patient data is used to simulate treatments in real time–might finally be within reach.
Mike Millar, CEO of Verto, puts it bluntly:
“The important fight is to ensure that every minute a clinician is working is meaningful and is about connection with people. If we don't change that paradigm, then the future will just be about not getting adequate service.”
In other words, technology should empower doctors, not bury them in paperwork. The question is: will we seize the opportunity or keep forcing clinicians to battle bureaucracy instead of saving lives?
Rearranging Your Bookshelf: A “Novel” Optimization Problem
Ever found yourself playing an elaborate game of literary Tetris, shuffling books around just to squeeze in one more perfect addition? With e-readers and audiobooks taking over, this may be less of a daily struggle–but the age-old challenge of efficient book sorting lives on in the world of algorithms.
This article dives into the evolution of a book-sorting algorithm, tracing its journey from a clever 1981 solution to a potential breakthrough in 2025. Turns out, the quest for the perfectly organized shelf isn't just a pastime–it's a science. And who knows? Maybe someday, AI will finally help us shelve our books without losing our minds (or our place).
Creating a Culture of Improvement
2025: The Year Change Management Died
Change is happening faster than ever, yet many organizations still rely on slow, linear frameworks to manage it. By the time one change initiative is underway, the next disruption has already begun–making traditional approaches feel outdated and ineffective.
So, what's next? In her thought-provoking article, 2025: The Year Change Management Died, Caroline Kealy explores how leaders can help their organizations stay grounded while navigating the tension between fear and hope in an era of constant transformation. Don't miss her insights on the future of change management–and what might replace it.
The Real Meaning of Kaizen
Kaizen is more than doing “events”, it's a mindset. Katie Anderson reminds us of the real meaning of kaizen.
Design for the “Late Majority”
At OPEX Week 2025, a leader from Eli Lilly reminded attendees that, when designing a change, design for the “Late Majority” rather than the early adopters. Transformation teams often get input from a pool of trusted super-users and then design for efficiency. The problem? Incomplete solutions are often implemented, causing a lot of rework and dissatisfaction post-implementation, while alienating a large portion of the workforce. It's better to deploy new workflows once all reasonable scenarios are considered and there is as little ambiguity as possible before going live. Design your transformation for simplicity rather than efficiency.
Coaching – Developing Self & Others
You Don't Compare
Many say that comparison is the cause of unhappiness. Yet we're wired to do it. Here are some better ways to compare yourself to your colleagues.
Getting Started With Systems Thinking
Are you looking to learn more about systems thinking? IDEO put together a great starter kit for aspiring systems thinkers.
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