Lean Roundup #198 – November 2025

A selection of highlighted blog posts from Lean bloggers from the month of November 2025.  You can also view the previous monthly Lean Roundups here.  

 

How Great Leaders Prevent Mistakes and Learn from the Ones That Happen – Mark Graban argues that the strongest improvement cultures pair mistake prevention with fearless learning—shifting from blame to curiosity so organizations can treat errors as opportunities to strengthen systems, build psychological safety, and continuously improve.

 

The Role of a Lean Leader – Alen Ganic explains a lean leader’s true role is to develop people by deeply understanding the work, living the philosophy daily, and building systems that enable team-driven, sustainable results.

 

Leading Through the Paradox: Lessons from James Stockdale – Ron Pereira says the Stockdale Paradox teaches that real leadership and continuous improvement require simultaneously confronting hard truths and maintaining unwavering faith in a better long-term outcome.

 

The Paradox of Happiness: Why Giving Gets You More Than Getting – Kevin Meyer’s reflection highlights that real happiness—and real lean effectiveness—comes not from seeking personal gain but from contributing value to others, as shown by research demonstrating that purposeful, outward-focused actions create greater fulfillment, resilience, and positive outcomes for both the giver and the recipient.

 

A Tale of Two Car Disassemblies – Christopher Chapman shares a story about two occasions Ford disassembled a competitor’s vehicle to learn what they were doing differently, and the lessons they took from each.

 

The Ambidexterity Challenge – What’s Our Overall Approach? – Pascal Dennis argues that a senior leader’s top job is organizational ambidexterity—simultaneously strengthening the core through Lean while fueling new growth through digital innovation—by removing waste and variation, deeply understanding the customer, and embedding digital thinking at the heart of the business.

 

Unlearning Traditional Management to Succeed with Lean - Josh Howell and Mark Reich share perspectives on how success with lean requires unlearning some traditional management approaches and what they’ve encountered along the way.

Reinventing Product Development: People First, Technology Second - James Morgan shares a practical roadmap for integrating new tools with Lean Product and Process Development (LPPD) principles to build more capable teams and create successful new value streams.

GE’s Larry Culp: Why Lean Thinking Starts with Safety and Respect for People – Mark Graban highlights how GE Aerospace CEO Larry Culp exemplifies true Lean leadership by practicing continuous improvement personally, respecting the people who do the work, prioritizing safety and quality, and building a hands-on, problem-solving culture rooted in daily kaizen rather than executive distance.

Leading with Gratitude: Finding Meaning in the Imperfect Moments

November is National Gratitude Month — a time to reflect on what it really means to appreciate the journey we’re on, not just the highlight reel. Too often, gratitude is mistaken for forced positivity — smiling through struggles, pretending everything is fine, or denying frustration and disappointment. But true gratitude isn’t about chasing constant positivity; it’s about learning to be present with what’s real.

In both life and leadership, gratitude often begins in the moments we’d rather skip. It’s found in the lessons learned from failure, in the courage it takes to admit mistakes, and in the humility required to ask for help. When leaders release the need for perfection and stop seeking approval, they open the door to authenticity. That’s where genuine gratitude grows — in recognizing that every experience, even the hard ones, shapes who we are and how we lead.

In Lean thinking, this mindset of gratitude connects deeply to continuous improvement. We learn to “go see” problems not with blame, but with appreciation for the opportunity to improve. Each challenge becomes a teacher, and each small win a reason for thanks. Practicing gratitude helps us see value in the process, not just the results — a reminder that progress, like improvement, is incremental and ongoing. When we express appreciation for people’s efforts and learning, we create a culture where experimentation and reflection thrive.

Gratitude changes how leaders show up for their teams. A grateful leader listens more deeply, gives credit freely, and focuses on people, not just performance. They see setbacks as opportunities to learn and recognize effort even when outcomes fall short. By leading with gratitude, we foster trust, build resilience, and create workplaces where people feel valued for who they are — not just what they produce.

As we move through November, let’s make gratitude a daily practice — not a one-time reflection. Notice the small wins, thank those who challenge you, and be grateful for the lessons that come wrapped in discomfort. Gratitude is not the denial of imperfection; it’s the embrace of reality with grace. And that mindset doesn’t just make us better leaders — it makes us better continuous improvers.

Lean Quote: From Words to Action - Leading with Gratitude this Thanksgiving

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Thankfulness is the beginning of gratitude. Gratitude is the completion of thankfulness. Thankfulness may consist merely of words. Gratitude is shown in acts."   —  Henri-Frédéric Amiel

As leaders, we often express thanks to our employees—especially during the Thanksgiving season. But as Amiel reminds us, true gratitude goes beyond spoken words. While thankfulness acknowledges appreciation, gratitude turns that feeling into meaningful action. In the workplace, it’s not enough to say “thank you”; we must show it in ways that make employees feel valued, respected, and recognized for their contributions.

Thanksgiving is the perfect opportunity to reflect on how our teams have contributed to success throughout the year and to demonstrate our appreciation in tangible ways. When employees feel genuinely appreciated, engagement rises, trust deepens, and a culture of respect takes root. Gratitude in action transforms good workplaces into great ones.

Here are practical ways to turn thankfulness into action this holiday season:

1. Make it Personal – Write handwritten notes to employees, highlighting specific contributions they’ve made and how they’ve impacted the team or organization.
2. Public Recognition – Use team meetings or company updates to publicly acknowledge individual and group achievements.
3. Give the Gift of Time – Offer flexible schedules, an early release before the holiday, or an extra day off to spend with family and friends.
4. Share a Meal – Host a Thanksgiving lunch or potluck to bring people together and build connections outside of daily work.
5. Invest in Their Growth – Show long-term appreciation by supporting training, development, and career opportunities.
6. Celebrate Small Wins – Recognize not only big accomplishments but also the day-to-day efforts that keep operations running smoothly.
7. Listen with Intention – Schedule one-on-one time to hear employees’ ideas, concerns, and goals—showing you value their voice as much as their output.

This Thanksgiving, let’s remember that gratitude is a verb. Saying “thank you” is important, but showing it through thoughtful, consistent actions creates lasting impact. In Lean thinking, respect for people is a cornerstone—and gratitude in action is one of the most powerful ways to show that respect.

5 Keys to Leveraging Your Time: Making the Most of Every Moment

Time is one of life’s most precious resources. It can’t be stored, multiplied, or replaced—once it’s gone, it’s gone. That’s why leveraging your time isn’t just about getting more done; it’s about making sure what you do truly matters. In business, leadership, and life, the difference between “busy” and “effective” often comes down to how you invest the minutes you have.

Here are five keys to help you make the most of your time—so you can live and work with greater impact.

1. Prioritize with Purpose

Time is fleeting, but not all tasks are equal. High-impact activities move you closer to your goals, while low-value tasks drain your energy without real progress.

• Ask: “If I only accomplished one thing today, what would matter most?”
• Focus on the work that generates the most value—whether that’s revenue, customer satisfaction, innovation, or personal growth.
• Use tools like the Eisenhower Matrix to distinguish urgent from important.

2. Eliminate the Nonessential

Every “yes” you give to something unimportant is a silent “no” to something meaningful.

• Identify time-wasters like unnecessary meetings, over-checking email, or redundant processes.
• Streamline or automate routine tasks so your attention is freed for what matters most.
• Remember: simplicity creates focus.

3. Work in Focused Blocks

Multitasking is a myth—it scatters your attention and slows progress. Instead, work in intentional sprints of focus.

• Try time-blocking: schedule uninterrupted periods for deep work.
• Set boundaries—turn off notifications, close unrelated tabs, and protect that block of time like it’s a meeting with your future self.
• Small, focused bursts often produce more than hours of distracted effort.

4. Leverage Others’ Strengths

You don’t have to do everything yourself. Delegation and collaboration are time multipliers.

• Delegate tasks that others can do better or faster.
• Partner with people whose skills complement yours, so you can focus on your unique strengths.
• Remember: shared effort often produces better results in less time.

5. Invest in Renewal

Ironically, the best way to leverage your time is to protect some of it for rest, reflection, and renewal.

• Breaks sharpen your thinking and sustain energy.
• Use downtime for strategic thinking—not just catching your breath.
• Healthy, rested people get more done in less time and make better decisions.

Final Thought

Time is fleeting. Every moment you spend is a moment you’ll never get back. By prioritizing with purpose, eliminating the nonessential, working in focused blocks, leveraging others’ strengths, and investing in renewal, you can make the minutes you have count—not just for productivity, but for a life and career of meaning.

Thanksgiving in a Lean Organization: Giving Back, Saying Thanks, and Recognizing Your People

As Thanksgiving approaches, it’s a perfect moment to pause, reflect, and show appreciation for the people who make our organizations thrive. In Lean thinking, we often focus on processes, efficiency, and continuous improvement—but none of it is possible without the dedication, creativity, and teamwork of our employees. The holiday season gives us an opportunity to express gratitude in ways that strengthen culture, engagement, and trust.

1. Give Back—Together

Lean organizations excel at teamwork and shared purpose, and that same spirit can make giving back even more meaningful. Organize a team volunteer day, sponsor a local charity, or donate products and services to those in need. Let employees help choose the cause—just as they help decide on improvement priorities. When people work toward something bigger than themselves, they build stronger bonds and a deeper connection to their work community.

2. Say “Thank You” with Specificity

A simple “thanks” is good—but a meaningful “thank you” is even better when it’s specific. Instead of generic praise, point to particular contributions:

“Thank you for streamlining the shipping process this quarter—it helped us meet our customer promise more reliably.”
Lean leaders understand that recognizing problem-solving, collaboration, and innovation reinforces the behaviors that keep improvement moving forward.

3. Give the Gift of Time
In Lean, time is one of the most valuable resources—and one of the hardest to come by. Offering an early afternoon off, a flexible schedule, or an extended lunch before the holiday sends a strong message: you value people’s well-being as much as their productivity.

4. Recognize Continuous Improvement Champions
Some employees go above and beyond to eliminate waste, improve flow, or support Lean initiatives. Share their stories—whether in a company newsletter, an all-hands meeting, or on your visual management boards. Public recognition reinforces Lean behaviors and inspires others to follow their example.

5. Make Gratitude an Ongoing Practice

Thanksgiving may be seasonal, but gratitude shouldn’t be. Lean is built on small, sustained improvements—why not treat appreciation the same way? Create weekly team shout-outs, monthly recognition boards, or peer-to-peer thank-you cards. Over time, gratitude becomes part of the organizational DNA, fueling both morale and continuous improvement.

This Thanksgiving, remember: Lean is as much about respect for people as it is about process. By giving back, showing gratitude, and recognizing contributions, you reinforce the human side of Lean—where people feel valued, supported, and inspired to keep improving.

 

Lean Quote: Breaking Free from the Past - Pioneering Lean Transformation

 

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Every time you are tempted to react in the same old way, ask if you want to be prisoner of the past or a pioneer of the future."   —  Deepak Chopra

Change is one of the greatest challenges in any Lean journey—not because people don’t see the value, but because old habits are deeply ingrained. Deepak Chopra’s words remind us: “Every time you are tempted to react in the same old way, ask if you want to be prisoner of the past or a pioneer of the future.” In Lean organizations, this is a question worth asking daily. Are we clinging to comfort zones and outdated practices, or are we willing to explore new ways of thinking and working?

In Lean transformation, the “same old way” often hides in plain sight. It might be a reliance on familiar processes, the “we’ve always done it this way” mindset, or the belief that small issues aren’t worth addressing. These habits can quietly imprison progress, holding the organization hostage to inefficiencies, waste, and missed opportunities. True transformation begins the moment we choose to break free from these invisible chains.

Pioneering the future in Lean means embracing continuous improvement not as a project, but as a way of life. It’s about creating a culture where experimentation is encouraged, failures are viewed as learning opportunities, and people are empowered to challenge the status quo. When we shift from reaction to reflection—pausing before falling into old patterns—we create space for innovation and better solutions to emerge. This is how Lean thinking becomes a living, evolving force within an organization.

Of course, becoming a pioneer is not without its discomforts. Letting go of the past often means navigating uncertainty and stepping into untested territory. Leaders play a critical role here, modeling the courage to try new approaches and supporting teams through the learning curve. This builds trust and sends a clear message: in this organization, progress matters more than perfection, and growth matters more than fear.

In the end, Lean transformation is not a one-time leap—it’s a series of conscious choices to respond differently, to see problems as opportunities, and to prioritize the future over the past. The organizations that thrive are those that ask Chopra’s question often, answer it honestly, and act with intention. Every time we choose to pioneer rather than remain a prisoner, we take another step toward the Lean future we envision.

      

Book Review – Unbundling the Enterprise by Stephen Fishman and Matt McLarty

Unbundling the Enterprise is a compelling and practical guide for business and technology leaders navigating the turbulent waters of digital transformation. Fishman and McLarty take readers on an imaginative yet highly informative journey—beginning with a pirate-themed prologue—that reframes digital innovation as a treasure hunt in which APIs are the shovels, maps, and ships of modern enterprise success.

The book is structured in three parts. In Part I: Innovation by Accident, the authors dissect the “happy accidents” that fueled the rise of digital giants like Amazon, Google, and Facebook. They show how intentional preparation—particularly through unbundling business capabilities into reusable, API-enabled components—can create the conditions for serendipitous breakthroughs. The stories of Amazon’s “Bezos API Mandate” and Google Maps’ unplanned API product reveal how openness, composability, and modularity can lead to entirely new revenue streams and industries.

Part II: Success Strategies distills these lessons into four repeatable approaches: Exchange Optimization, Distributed Innovation, Capability Capitalization, and Value Aggregation. Drawing on examples from companies as varied as Coca-Cola, Best Buy, and Capital One, the authors explain how these strategies can be adapted across sectors to accelerate innovation and growth.

Part III: Practical Considerations turns to the realities of implementation—risks, governance, compliance, and cultural shifts. The authors stress that digital transformation is not about following a rigid five-year plan, but about creating optionality, spotting opportunities, and using feedback loops to double down on what works. They introduce their “OOOps” framework—Optionality, Opportunity, Optimization—as the science behind engineering happy accidents.

At roughly 200 pages, this is not a dense academic text but a concise, accessible, and example-rich guide. A focused reader could finish it in a weekend, though its depth and practical frameworks reward slower, reflective reading.

This book will benefit business executives, technology leaders, product managers, and anyone responsible for digital strategy. It is particularly valuable for “digital settlers”—established organizations seeking to compete with born-digital “pirates”—because it demystifies how to bridge the gap between legacy operating models and API-powered agility.

Unbundling the Enterprise is both inspirational and actionable. Fishman and McLarty deliver a rare combination of storytelling, strategic insight, and practical application. For leaders serious about turning digital uncertainty into opportunity, this is a must-read treasure map.