Newsletters
The applied Practice Series
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The Customer Defines Value
Apple and JCPenney show how the same leader can achieve very different results depending on how well a strategy reflects what customers value. This edition explores why innovation begins with understanding the customer.
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WHEN METRICS DRIVE THE WRONG BEHAVIOR
Netflix and Amazon demonstrate how metrics can either support improvement or create unintended consequences. This edition explores why leaders must understand what the numbers reveal, what they leave out, and how they influence behavior.
Past Issues
10/06/2025 - Test your knowledge about a system
10/01/2025 - What does it mean to Adopt the New Philosophy
09/25/2025 - What does it mean to Adopt the New Philosophy
09/12/2025 - You will continue making GOOD & BAD if all you do is sort GOOD FROM BAD
09/12/2025 - Member Issue: Think Your Open-Door Policy Builds Trust? Think Again.
06/30/2025 - Member Issue: Think Your Open-Door Policy Builds Trust? Think Again.
06/27/2025 - You will continue making GOOD & BAD if all you do is sort GOOD FROM BAD
06/12/2025 - 3 Strategies for Converting Training Into Knowledge
06/06/2025 - See 3 powerful learning strategies in action
04/28/2025 - Visualize your leadership team's 'hotspots'
04/25/2025 - Visualize your leadership team's 'hotspots'
02/11/2025 - 6 gaps - Any one can lose a customer
11/22/2024 - Why we—and you should also—view your next improvement project as a leadership development opportunity
11/06/2024 - Members: Don't miss resources in your issue 3 Basic Questions Guidance from the IQI
11/04/2024 - Member issue: 3 Basic Questions Guidance from the IQI Academy
10/30/2024 - PDSA Guidance from the IQI Academy
10/19/2024 - Don't miss any more Member issues
10/18/2024 - Member issue: Interdependence-A useful map
10/18/2024 - Part 3 - Facing the Unknown