Cultural Change : Through Measurable Management

By Robin Byrne

A guide to developing a culture that embraces change as a welcome opportunity. A vehicle for translating strategy into measurable outcomes. Measurable Management is a people focused approach to delivering improvement into any organization with minimal resistance to change. The other version of this book "Quality Sales Through Measurable Management" is essentially 85% the same book but will appeal to readers with a background in Sales and Marketing.

• Language: English
• Publisher: Lulu.com
• Release date: Mar 28, 2011
• ISBN: 9781257175321

Book preview

Cultural Change Through Measurable Management

Cultural Change Through Measurable Management

Robin Byrne

Copyright © 2009 Robin Byrne

ISBN 978-0-557-09253-6

eISBN: 978-1-25717-532-1

Foreword

One day a few years ago I was working in my office when I got a telephone call from someone with a funny accent who told me his name was Robin Byrne. It took me a minute to figure out he had something to sell me, and I don’t remember exactly what he was saying but for some reason I stayed on the line with him, which is not typically how I handle unsolicited calls from sales people. I do remember having the impression that this wasn’t just a salesperson, that the man had a certain authority about him and sincerity in what he was saying that transcended what I would expect. And pretty soon I became very interested in what he was talking about – something he was calling Measurable ManagementTM.

As a leadership consultant myself, what Robin was saying about Measurable Management™ couldn’t have been more relevant for me in my work. For me, he was giving me the missing link I had been looking for in my work: the bridge between my own initial focus with clients (creating the foundation for being successful in some organization-wide initiative or strategic implementation) and being successful at the implementation of what got created in that period I call formulation. What I heard – and have a much more refined view and respect for in the years that followed – was that Measurable Management™ was both a methodology for training people at any level to be better leaders and better implementers and a way to change the culture of the company in the process.

Hence the title, "Cultural Change Through Measurable Management".

Since then, there have been many telephone conversations, meetings, collaborative thinking and design sessions, and even a few beers. I got to know Robin pretty well, including both the light and fun-loving side of him and the more serious brilliance of his business and process side. Robin’s colleague, Denny Bixenman, came to a course that I give to consultants to learn how to do some of the kind of work that I do, and I came to a course Robin and Denny give to consultants to license them in the kind of work Measurable Management™ does. Robin and I were both speakers at a Lean Conference in Tulsa, and we had dinner together with Dr. Jeffrey Liker, a professor at the University of Michigan’s College of Engineering and author of The Toyota Way. During dinner we discussed and agreed on the importance of getting alignment and changing cultures to ensure the success of both Lean and Six Sigma initiatives. Since my focus has been on gaining executive team alignment to propel a company forward in the fulfillment toward their aspirations, the common theme and oft-reinforced conclusion has been how perfect a fit there was between Robin’s work and my own.

Lastly, the main thing I can tell you is that Robin knows his stuff and has a lot to offer. When I participated in his course that I mentioned earlier – in Las Vegas, of all places – I met and interacted with a bunch of consultants who have led Measurable Management™ programs inside of organizations of all kinds and sizes, and their level of commitment and enthusiasm was inspiring.

Welcome to Robin’s book and Robin’s world. Glean from it all that you can. It’ll be worth the effort.

Miles Kierson

President, KiersonConsulting

Author, "The Transformational Power of Executive Team Alignment"

Author’s Comments

A word of advice to the reader:

This is not a very long book and you could probably sit and read the whole thing in about an hour. My advice is that you read a chapter or maybe two chapters and think about the content and then read that same chapter or two a second time and then put the book down. The next day, read a little more, think about it and read it again and so on. Spread the book over two or three days and soak in it rather than take a quick shower. These pauses for thought and repetition will have a much deeper effect on you than the quick blast and this will enhance the chances of you reacting to the content and perhaps behaving differently as a result. It’s much like washing your car by hand rather than putting it through the car wash, at the end you still have a clean car but the hand wash has helped you to identify blemishes and other areas of detail that you might not otherwise have noticed and that you may want to fix.

Furthermore if someone in the future asks you if you have read Cultural Change Through Measurable Management by Robin Byrne you’ll be able to reply by saying Actually I’ve read it twice and if nothing else, this makes me look good.

Measurable Management™ is something that I developed out of my experience as a manager with Xerox in the UK. It is delivered by a facilitator to groups of Team Leaders in all kinds of organizations and as a