A selection of highlighted blog posts from Lean bloggers from the month of March 2026.  You can also view the previous monthly Lean Roundups here.  

Lean Failure and Recovery – Andy Carlino shares his top causes of failure and what you can do to recover.

Strategy is Imagination – Making Strategy Fun Again – Pascal Dennis shares how to turn strategic problem into compelling narrative taking steps toward achievement.

The Biggest Problem You Can Have Is No Problem! – Christoph Roser explains why not having any problems merely means that you DON’T KNOW these problems, and a lack of disagreements is merely PEOPLE NOT TELLING YOU about problems.

Theory of Constraints: Why Improving Everything Fails – Alen Ganic explains why theory for constraints is so powerful to improving the overall system or flow of value to the customer.

The Hidden Enemy of Continuous Improvement – Ron Pereira talks about one of the greatest wastes in any organization is the unused creativity and potential of the people doing the work.

Leanshoring: Winning with Customers by Bringing the Business Closer – LEI Founder Jim Womack and GE Appliances CEO Kevin Nolan explain why “leanshoring” — reshoring paired with lean principles — is the competitive model U.S. manufacturers need now.

When “Future State” Becomes Fiction: Lean, Complexity, and the Vector Theory of Change – Nigel Thurlow makes the case for vectors over blueprints, and direction over destination in complex adaptive systems like AI adoption.

The Management System Your Organization Doesn’t Know It Needs – Josh Howell explains the management system that will increase problem solving.

Why Experienced Leaders Resist Lean — and What Actually Works – Mark Graban answer the question of why do experienced leaders resist Lean and what to do about it.

The Gemba Was Always There. We Just Couldn’t See It. – Kevin Meyer shares how lean doesn’t just eliminate the waste, it forces the remaining work to be more meaningful.

Leadership Overreaction: The Hidden Cause of Organizational Failure – Mark Graban connect the threads across his books to show why leadership reaction, not tools, shapes the system and why overreaction is the hidden cause of organizational failure.